INDUSTRIAL MANAGEMENT

UNIT V
CONTEMPORARY MANAGEMENT TECHNIQUES

MRS D PRATIBHA
ASSOCIATE PROFESSOR
ANURAG GROUP OF INSTITUTIONS
 MANAGEMENT INFORMATION SYSTEM

• WHAT IS MIS? | MANAGEMENT INFORMATION SYSTEMS

• Management Information Systems (MIS) is the study of
people, technology, organizations, and the relationships
among them. MIS professionals help firms realize
maximum benefit from investment in personnel,
equipment, and business processes. MIS is a people-
oriented field with an emphasis on service through
technology. If you have an interest in technology and have
the desire to use technology to improve people’s lives, a
degree in MIS may be for you.
 The need for MIS

• The following are some of the justifications for having an MIS system
• Decision makers need information to make effective
decisions. Management Information Systems (MIS) make this possible.
• MIS systems facilitate communication within and outside the
organization – employees within the organization are able to easily
access the required information for the day to day operations.
Facilitates such as Short Message Service (SMS) & Email make it
possible to communicate with customers and suppliers from within
the MIS system that an organization is using.
• Record keeping – management information systems record all
business transactions of an organization and provide a reference point
for the transactions.
 Components of MIS

• The major components of a typical MIS long-form

(Management Information System) are:
• People – people who use the information system
• Data – the data that the information system records
• Business Procedures – procedures put in place on how to
record, store and analyze data
• Hardware – these include servers, workstations, networking
equipment, printers, etc.
• Software – these are programs used to handle the data. These
include programs such as spreadsheet programs, database
software, etc.
 Material Requirement Planning (MRP) Functions 

• Utilizing a systemic approach, the system is able to efficiently keep production up to schedule
through data analysis and simple integration. Although the system cannot run a production facility
all on it’s own, it still is able to maintain a steady flow of materials throughout the supply chain
through decision-making capabilities. Various functions of an MRP system include the following:
• Inventory Management - Arguably the main objective of an MRP system, the feature is to ensure
that materials are available at a moments notice. This eliminates the need for manual-entered data
and is able to carry out material orders with ease. It also is able to alert the facility when products
are ready to be delivered.
• Cost Reduction - In correlation with inventory management, cost is reduced significantly.
Through ensuring a steady flow of inventory, holding and untimely-delivery cost are reduced,
ultimately bringing more revenue into the operation.
• Production Optimization - Although the main goal of MRP is to oversee and manage materials, it
benefits the rest of the system as well. As materials are flowing throughout the supply chain,
equipment and employees are able to work at a much faster and efficient rate as well.
• Implementing an MRP system can be extremely beneficial to your production facility, but as
mentioned previously, the system is not enough by itself. As manufacturers are looking for ways to
enhance production, many are coming to the same solution - advanced planning and scheduling
software (APS).
Advanced Planning and Scheduling (APS) with Materials Requirements Planning (MRP)

• Advanced planning and scheduling software (APS) can

be integrated with an MRP system with ease. Through
diverse features, APS software offers as an extension of
your MRP system and can efficiently optimize
production within your facility. Various features of APS
include the following:
• Resource Scheduling
• Schedule Optimization
• Capacity Planning
• Order Management
 JIT – Just In Time Inventory Management

• Just-in-time also known as JIT is an inventory

management method whereby labour,
material and goods (to be used in
manufacturing) are re-filled or scheduled to
arrive exactly when needed in the
manufacturing process.
 JIT – Background and History

• JIT is a manufacturing management process. It was first developed and

applied in the Toyota manufacturing plants in order to meet consumer
demands with minimum delays. Taiichi Ohno of Japan is referred as the
father of Just In Time. Toyota met the increasing challenges for survival
through a management approach that was entirely focused on people,
systems and plants. Toyota realised the Just In Time approach would only
be successful if every person within the Toyota was committed and
involved in it if plant and processes were properly arranged for
maximum efficiency and output, and if the quality of the goods produced
and production programs were scheduled to meet demands exactly.
• JIT approach has the capacity, when adequately applied to the
organisation, to improve the competitiveness of the organisation in the
market significantly by minimizing wastes and
 Elements involved in JIT

• Continuous improvement:
• Attacking fundamental problems and anything that does not
add value to the product.
• Devising systems to identify production and allied problems.
• Simplicity:  Simple systems are simple & easy to understand,
easily manageable and the chances of going wrong are very
low.
• A product: oriented layout for less time spent on materials and
parts movement.
• Quality control at source to ensure every worker is solely
responsible for the quality of their own produced output.
• Eliminating waste: There are seven types of waste:
• Waste from product defects.
• Waste of time.
• Transportation waste.
• Inventory waste.
• Waste from overproduction.
• Processing waste.
• Waste minimization is one of the primary objectives of Just In Time system. This needs
effective inventory management throughout the whole supply chain. Initially, a
manufacturing entity will seek to reduce inventory and enhance operations within its own
organization. In an attempt to reduce waste attributed to ineffective inventory
management, SIX principles in relation to JIT have been stated by Schniededans and they
are:
•       Reduce buffer inventory.
•       Try for zero inventory.
•       Search for reliable suppliers.
•       Reduce lot size and increase the frequency of orders.
•       Reduce purchasing cost.
•       Improve material handling.
 Advantages & Disadvantages of Just-In-Time Systems

• Advantages of Adopting Just-In-Time include:

• Just-in-time approach keeps stock holding costs to a minimum level. The released capacity results in
better utilization of space and bears a favourable impact on the insurance premiums and rent that
would otherwise be needed to be made.
• The just-in-time approach helps to eliminate waste. Chances of expired or out of date products; do
not arise at all.
• As under this management method, only essential stocks which are required for to manufacturing
are obtained, thus less working capital is required. Under this approach, a minimum re-ordering
level is set, and only when that level is reached, order for fresh stocks are made and thus this
becomes a boon to inventory management too.
• Due to the abovementioned low level of stocks held, the ROI (Return On Investment? of the
organizations be high in general.
• As this approach works on a demand-pull basis, all goods produced would be sold, and thus it
includes changes in demand with unanticipated ease. This makes JIT appealing today, where the
market demand is fickle and somewhat volatile.
• JIT emphasizes the ‘right-first-time’ concept, so that rework costs and the cost of inspection is
minimized.
• By following JIT greater efficiency and High-quality products can be derived.
• Better relationships are fostered along the production chain under a JIT system.
• Higher customer satisfaction due to continuous communication with the customer.
• Just In Time adoption result in the elimination of overproduction.
• Disadvantages of Adopting JIT Systems
• JIT approach states ZERO tolerance for mistakes, making re-work
difficult in practice, as inventory is kept to a minimum level.
• A successful application of JIT requires a high reliance on suppliers,
whose performance is outside the purview of the manufacturer.
• Due to no buffers in JIT, production line idling and downtime can
occur which would have an unfavourable effect on the production
process and also on the finances.
• Chances are quite high of not meeting an unexpected increase in
orders as there will be no excess inventory of finished goods.
• Transaction costs would be comparatively high depending upon the
frequency of transactions.
• JIT may have certain negative effects on the environment due to the
frequent deliveries as the same would result in higher use and cost
of transportation, which in turn would consume more fossil fuels.
 Total Quality Management (TQM)
• What is Total Quality Management?
• Total Quality Management is an extensive and structured organization management
approach that focuses on continuous quality improvement of products and services by
using continuous feedback. Joseph Juran was one of the founders of total quality
management just like William E. Deming.

• Total quality management originated in the industrial sector of Japan (1954). Since that time
the concept has been developed and can be used for almost all types of organizations such as
schools, motorway maintenance, hotel management and churches. Nowadays, Total Quality
Management is also used within the e-business sector and it perceives quality management
entirely from the point of view of the customer. The objective of TQM is doing things right the
first time over and over again. This saves the organization the time that is needed to correct
poor work and failed product and service implementations (such as warranty repairs).

• Total Quality Management can be set up separately for an organization as well as for a set of
standards that must be followed- for instance the International Organization for
Standardization (ISO) in the ISO 9000 series. Total Quality Management uses strategy, data
and communication channels to integrate the required quality principles into the organization’s
activities and culture.
 Total Quality Management principles
TQM has a number of basic principles which can be converted to the figure below.

•  

•Focus on customer
•When using TQM it is of crucial importance to remember that only customers determine the level
of quality. Whatever efforts are made with respect to training employees or improving processes,
only customers determine, for example through evaluation or satisfaction measurement, whether
your efforts have contributed to the continuous improvement of product quality and services.
•Employee involvement
•Employees are an organization’s internal customers. Employee involvement in the development of
products or services of an organization largely determines the quality of these products or
services. Ensure that you have created a culture in which employees feel they are involved with
the organization and its products and services.
•Process centred
•Process thinking and process handling are a fundamental part of total quality management.
Processes are the guiding principle and people support these processes based on basis objectives
that are linked to the mission, vision and strategy.
•Integrated system
•Following principle Process centred, it is important to have an integrated organization system that
can be modelled for example ISO 9000 or a company quality system for the understanding and
handling of the quality of the products or services of an organization.
• Strategic and systematic approach
• A strategic plan must embrace the integration and quality
development and the development or services of an organization.
• Decision-making based on facts
• Decision-making within the organization must only be based on
facts and not on opinions (emotions and personal interests). Data
should support this decision-making process.
• Communication
• A communication strategy must be formulated in such a way that
it is in line with the mission, vision and objectives of the
organization. This strategy comprises the stakeholders, the level
within the organization, the communications channels, the
measurability of effectiveness, timeliness, etc.
 What is the Capability Maturity Model? (CMM)

• Capability Maturity Model (CMM) broadly refers to a process

improvement approach that is based on a process model. CMM also refers
specifically to the first such model, developed by the 
Software Engineering Institute (SEI) in the mid-1980s, as well as the
family of process models that followed. A process model is a structured
collection of practices that describe the characteristics of effective
processes; the practices included are those proven by experience to be
effective.
• CMM can be used to assess an organization against a scale of five process
maturity levels. Each level ranks the organization according to its
standardization of processes in the subject area being assessed. The subject
areas can be as diverse as software engineering, systems engineering,
project management, risk management, system acquisition, information
technology (IT) services and personnel management.
• CMM was developed by the SEI at Carnegie Mellon University in
Pittsburgh. It has been used extensively for avionics software and
government projects, in North America, Europe, Asia, Australia, South
America, and Africa.
The model identifies five levels of process maturity for an organisation.
Within each of these maturity levels are KPAs (Key Process Areas) which
characterise that level, and for each KPA there are five definitions
identified:

•1. Goals
•2. Commitment
•3. Ability
•4. Measurement
•5. Verification
Levels of the CMM
There are five levels of the CMM:

•Level 1 - Initial
• Processes are usually ad hoc and the organization usually does not provide a stable environment. Success in these
organizations depends on the competence and heroics of the people in the organization and not on the use of proven
processes. In spite of this ad hoc, chaotic environment, maturity level 1 organizations often produce products and services
that work; however, they frequently exceed the budget and schedule of their projects.
• Organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to
repeat their past successes again.
• Software project success depends on having quality people.
•Level 2 - Repeatable
• Software development successes are repeatable. The processes may not repeat for all the projects in the organization. The
organization may use some basic project management to track cost and schedule.
• Process discipline helps ensure that existing practices are retained during times of stress. When these practices are in place,
projects are performed and managed according to their documented plans.
• Project status and the delivery of services are visible to management at defined points (for example, at major milestones
and at the completion of major tasks).
• Basic project management processes are established to track cost, schedule, and functionality. The minimum process
discipline is in place to repeat earlier successes on projects with similar applications and scope. There is still a significant
risk of exceeding cost and time estimate.
•Level 3 - Defined
• The organization’s set of standard processes, which is the basis for level 3, is established and improved over time. These
standard processes are used to establish consistency across the organization. Projects establish their defined processes by
the organization’s set of standard processes according to tailoring guidelines.
• The organization’s management establishes process objectives based on the organization’s set of standard processes and
ensures that these objectives are appropriately addressed.
• A critical distinction between level 2 and level 3 is the scope of standards, process descriptions, and procedures. At level 2,
the standards, process descriptions, and procedures may be quite different in each specific instance of the process (for
example, on a particular project). At level 3, the standards, process descriptions, and procedures for a project are tailored
from the organization’s set of standard processes to suit a particular project or organizational unit.
• Level 4 - Managed
– Using precise measurements, management can effectively control the software development effort. In particular,
management can identify ways to adjust and adapt the process to particular projects without measurable losses of
quality or deviations from specifications. At this level organization set a quantitative quality goal for both software
process and software maintenance.
– Subprocesses are selected that significantly contribute to overall process performance. These selected subprocesses are
controlled using statistical and other quantitative techniques.
– A critical distinction between maturity level 3 and maturity level 4 is the predictability of process performance. At
maturity level 4, the performance of processes is controlled using statistical and other quantitative techniques, and is
quantitatively predictable. At maturity level 3, processes are only qualitatively predictable.

• Level 5 - Optimizing
– Focusing on continually improving process performance through both incremental and innovative technological
improvements. Quantitative process-improvement objectives for the organization are established, continually revised to
reflect changing business objectives, and used as criteria in managing process improvement. The effects of deployed
process improvements are measured and evaluated against the quantitative process-improvement objectives. Both the
defined processes and the organization’s set of standard processes are targets of measurable improvement activities.
– Process improvements to address common causes of process variation and measurably improve the organization’s
processes are identified, evaluated, and deployed.
– Optimizing processes that are nimble, adaptable and innovative depends on the participation of an empowered
workforce aligned with the business values and objectives of the organization. The organization’s ability to rapidly
respond to changes and opportunities is enhanced by finding ways to accelerate and share learning.
– A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed. At
maturity level 4, processes are concerned with addressing special causes of process variation and providing statistical
predictability of the results. Though processes may produce predictable results, the results may be insufficient to
achieve the established objectives. At maturity level 5, processes are concerned with addressing common causes of
process variation and changing the process (that is, shifting the mean of the process performance) to improve process
performance (while maintaining statistical probability) to achieve the established quantitative process-improvement
objectives.
 What is supply chain management (SCM)

• Supply chain management (SCM) is the broad range of activities required to plan,
control and execute a product's flow from materials to production to distribution in the
most economical way possible.
• SCM encompasses the integrated planning and execution of processes required to
optimize the flow of materials, information and capital in functions that broadly
include demand planning, sourcing, production, inventory management and logistics --
or storage and transportation. Companies use both business strategy and specialized
software in these endeavors to create a competitive advantage.
• Supply chain management is an expansive and complex undertaking that relies on each
partner -- from suppliers to manufacturers and beyond -- to run well. Because of this,
effective supply chain management also requires change management, collaboration
and risk management to create alignment and communication between all the
participants.
• In addition, supply chain sustainability -- which covers environmental, social and legal
issues, in addition to sustainable procurement -- and the closely related concept of
corporate social responsibility -- which evaluates a company's effect on the
environment and social well-being -- are areas of major concern for today's companies.
 Benefits of supply chain management

• Supply chain management produces benefits such as new

efficiencies, higher profits, lower costs and increased
collaboration. SCM enables companies to better manage
demand, carry the right amount of inventory, deal with
disruptions, keep costs to a minimum and meet customer
demand in the most effective way possible. These SCM
benefits are achieved through choosing effective
strategies and appropriate software to manage the
growing complexity of today's supply chains.
 Enterprise Resource Planning (ERP)

• Definition: Enterprise Resource Planning, or

otherwise known as ERP is an integrated
software application, which firms use to
manage and control their internal and
external resources comprising financial
resources, material, assets and human
resources.
 General Features of ERP

• Application Logic
• Help Functions
• Common service Functions
• Word Processing and Text editing
• Diagnostic Functions
• Screen based flow control
• Transaction flow control
• Enterprise modeling
 BUSINESS PROCESS RE-ENGINEERING
• Business Process Reengineering involves the radical redesign
of core business processes to achieve dramatic improvements
in productivity, cycle times and quality. In Business Process
Reengineering, companies start with a blank sheet of paper
and rethink existing processes to deliver more value to the
customer. They typically adopt a new value system that places
increased emphasis on customer needs. Companies reduce
organizational layers and eliminate unproductive activities in
two key areas. First, they redesign functional organizations
into cross-functional teams. Second, they use technology to
improve data dissemination and decision making.
 How Business Process Reengineering works:

• Business Process Reengineering is a dramatic change

initiative that contains five major steps that managers
should take:
• Refocus company values on customer needs
• Redesign core processes, often using information
technology to enable improvements
• Reorganize a business into cross-functional teams with
end-to-end responsibility for a process
• Rethink basic organizational and people issues
• Improve business processes across the organization
 What is the Kanban Method?

• While kanban was introduced by Taiichi Ohno in the

manufacturing industry, it is David J. Anderson who was
the first to apply the concept to IT, Software development
and knowledge work in general in the year 2004. David
built on the works by Taiichi Ohno, Eli Goldratt, Edward
Demmings, Peter Drucker and others to define the Kanban
Method, with concepts such as pull systems, queuing
theory and flow. His first book on Kanban – “Kanban
: Successfully Evolutionary Change for your Technology Bus
iness”
, published in 2010, is the most comprehensive definition
of the Kanban Method for knowledge work.
 Kanban Principles & Practices

• The Kanban Method follows a set of principles and practices for managing and improving the flow of
work. It is an evolutionary, non-disruptive method that promotes gradual improvements to an organization’s
processes. If you follow these principles and practices, you will successfully be able to use Kanban for
maximizing the benefits to your business process – improve flow, reduce cycle time, increase value to the
customer, with greater predictability – all of which are crucial to any business today.
• The four foundational principles and six Core Practices of the Kanban Methodology are provided below:
• Foundational Principles
• Start with what you are doing now: The Kanban Method (hereafter referred to as just Kanban) strongly
emphasizes not making any change to your existing setup/ process right away. Kanban must be applied
directly to current workflow. Any changes needed can occur gradually over a period of time at a pace the
team is comfortable with.
• Agree to pursue incremental, evolutionary change: Kanban encourages you to make small incremental
changes rather than making radical changes that might lead to resistance within the team and organization.
• Initially, respect current roles, responsibilities and job-titles: Unlike other methods, Kanban does not
impose any organizational changes by itself. So, it is not necessary to make changes to your existing roles
and functions which may be performing well. The team will collaboratively identify and implement any
changes needed. These three principles help the organizations overcome the typical emotional resistance
and the fear of change that usually accompany any change initiatives in an organization.
• Encourage acts of leadership at all levels: Kanban encourages continuous improvement at all the levels
of the organization and it says that leadership acts don’t have to originate from senior managers only.
People at all levels can provide ideas and show leadership to implement changes to continually improve the
way they deliver their products and services.
 5s model:
• 5S represents Japanese words that describe the steps of a workplace
organization process. English equivalent words are shown in parenthesis
• Seiri (Sort)
• Seiton (Straighten, Set)
• Seiso (Shine, Sweep)
• Seiketsu (Standardize)
• Shitsuke (Sustain)
• In simple terms, the five S methodology helps a workplace remove items
that are no longer needed (sort), organize the items to optimize efficiency
and flow (straighten), clean the area in order to more easily identify
problems (shine), implement color coding and labels to stay consistent
with other areas (standardize) and develop behaviors that keep the
workplace organized over the long term (sustain).
• It is also referred to as 6S or 5S+S (adding Safety or Security) or even 7s
(adding Spirit and Safety). 
SIX SIGMA
 INTRODUCTION TO STRATEGIC MANAGEMENT

• Corporate Planning: Corporate planning refers to the process

of planning undertaken by top management to achieve their
organization goals.
• Two significant phases incorporate planning:
• Environmental Scanning
• Strategy formulation and implementation
• Mission is the guiding force for all the activities here. The first
step in the process of achievement of the mission is to break
the mission in to objectives, strategies and program have to be
formulated and implemented to achieve the given objectives
which would eventually lead to the fulfillment of mission.
• Strategy Formulation: This is often referred as
strategic planning or long-range planning. This
process is primarily analytical, not action-oriented.
The strategy formulation process is concerned with
developing a corporate mission, objectives, strategy
and policy. This process involves scanning external
and internal environmental factors, analysis of the
strategic factors and generation, evaluation,
selection of the best alternative strategy
appropriate to the analysis
 WHAT IS VMOGSA?

• VMOGSA (Vision, Mission, Objectives, goals, Strategies,

and Action Plans) is a practical planning process used to
help community groups define a vision and develop
practical ways to enact change. VMOGSA helps your
organization set and achieve short term goals while
keeping sight of your long term vision. Implementing this
planning process into your group's efforts supports
developing a clear mission, building consensus, and
grounding your group's dreams. This section explores
how and when to implement VMOGSA into your
organization's planning process.
 VISION
• Your vision communicates what your
organization believes are the ideal conditions
for your community – how things would look if
the issue important to you were perfectly
addressed. This utopian dream is generally
described by one or more phrases or vision
statements, which are brief proclamations
that convey the community's dreams for the
future.
• Mission or purpose: This is also called overall
objective or overall goal. The mission or
purpose identifies the basic function or task of
an enterprises or agency or of any part of its.
Every kind of organized operation has, or at
least should have if it is to be meaningful,
purpose or mission.
OBJECTIVES ( HOW MUCH OF WHAT WILL BE ACCOMPLISHED BY WHEN)

• Objectives: Objective is the ends towards

which activities are aimed-they are results to
be achieved. They represent not only the end
point of planning but the end toward which
point of planning but the end toward which
organizing, staffing, leading and controlling are
aimed. While enterprises objectives are basic
plan of firm a department may also have its
own objectives
• Goal: It goals naturally contribute to the
attainment of enterprises objectives but the
two sets of goals may entirely different.

For example: The objective of a business might

be to make a certain profit by producing a given
line of home entertainment equipment, while
the goal of the manufacture department might
be to produce the required number of television
sets of given design and quality at a given cost.
• Strategies: “Plan of Action”
• General programs of action and development
of resources to attain comprehensive
objectives.
• The program of objectives of an organization
and their changes, resources used to attain
these objectives.
• The determination of basic long-term
objectives of an enterprise and adoption of
courses of action and allocation of resources
necessary to achieve the goals.
 Poka yoke
• Humans make mistakes, and these mistakes
can cause defective products.
• Poka Yoke, also known as mistake-proofing, is
a technique for avoiding simple human errors
at work. The idea was originally developed in
the 1960s by Shigeo Shingo who was one of
the IE engineers at Toyota.
Elimination (“don’t do it anymore”) is to eliminate the possibility of error by
redesigning the product or process so that the task or part is no longer necessary.
Prevention (“make sure it can never be done wrong”) is to design and engineer the
product or process so that it is impossible to make a mistake at all.
Replacement (“use something better”) is to substitute a more reliable process to
improve consistency.
Facilitation (“make tasks easier to perform”) is to employ techniques and to combine
steps to make work easier to perform.
Detection (“notice what is going wrong and stop it”) is to identify an error before
further processing occurs so that the user can quickly correct the problem.
Mitigation (“don’t let the situation get too bad”) is to seek to minimize the effects of
errors.
 Balance score card
• A balanced scorecard is a strategic management performance metric used to identify
and improve various internal business functions and their resulting external outcomes.
Balanced scorecards are used to measure and provide feedback to organizations. Data
collection is crucial to providing quantitative results as managers and executives gather
and interpret the information and use it to make better decisions for the organization.

• The balanced scorecard is used to attain objectives, measurements, initiatives, and goals
that result from these four primary functions of a business. Companies can easily
identify factors hindering business performance and outline strategic changes tracked by
future scorecards.

• The balanced scorecard can provide information about the company as a whole when
viewing company objectives. An organization may use the balanced scorecard model to
implement strategy mapping to see where value is added within an organization. A
company also uses a balanced scorecard to develop strategic initiatives and strategic
objectives.
• Characteristics of the Balanced Scorecard
Model
Information is collected and analyzed from four
aspects of a business:
• Learning and growth 
• Business processes .
• Customer perspectives 
• Financial data
 Bench marking
• What is Benchmarking?
• Benchmarking is a process of measuring the performance of a company’s
products, services, or processes against those of another business considered to
be the best in the industry, aka “best in class.” The point of benchmarking is to
identify internal opportunities for improvement. By studying companies with
superior performance, breaking down what makes such superior performance
possible, and then comparing those processes to how your business operates,
you can implement changes that will yield significant improvements.
• That might mean tweaking a product’s features to more closely match a
competitor’s offering, or changing the scope of services you offer, or installing a
new customer relationship management (CRM) system to enable more
personalized communications with customers.
• There are two basic kinds of improvement opportunities: continuous and
dramatic. Continuous improvement is incremental, involving only small
adjustments to reap sizeable advances. Dramatic improvement can only come
about through reengineering the whole internal work process.
 Strength: Weakness:

1) Value for money programme 1) Not aggressive in selling

2) Pool of trained faculty   2) Course differentials not sharp

3) Wide choice of offering   3) Counselor enthusiasm in adequate

4) National network of well equipped 4) Customers service not focused

  training centre     enough    

Opportunities:   Threats:      

1) Growing demand for computer 1) Rise in number of competitions

  education   2) High rate of technological

2) Computer library be coming a   obsolescence    

  necessity   3) Commoditization of training under

3) Growth of rich training needs   cutting of fees.    

4) Need for customized training       

  modules            
 Unit I-V
Unit I:
• Principles of management(LAQ)
• Functions of a manager(LAQ)
• 14 points of Henry Fayol(LAQ)
• Leadership and its types(LAQ)
• Social responsibility(LAQ)
Unit II:
• Factors affecting plant layout(LAQ)
• Methods of production(SAQ)
• Work study(SAQ)
• Small problems in statistical Quality control( P, X,C AND N charts)(SAQ)
• Acceptance sampling(SAQ)
Funtions of HR Manager(SAQ)
Difference between recruitment, staffing and placements, selections( SAQ)
UNIT III:
Need for Inventory control( SAQ,LAQ)
EOQ, ABC ANALYSIS( SAQ)
Functions of Marketing(LAQ)
UNIT IV:
problems on PERT AND CPM(LAQ) –VERY VERY IMPORTANT
Project crashing –simple problems(SAQ)
Unit V:
Elements of corporate planning process(LAQ)
Swot analysis(LAQ)
Important questions for final exam:

• 1. Business process Re engineering

• Kanban system
• TQM
• Six Sigma
• ERP and MRP