Mos Assignment.docx

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MASTER OF BUSINESS ADMINISTRATION

AWARDED BY NOTTINGHAM TRENT UNIVERSITY

ASSIGNMENT SUBMISSION FORM

Note: Students must attach this page to the front of the assignment before uploading to WECSERF.For uploading instructions please see the help file online

Name of Student: Zubair Saleem

Student Registration Number: KL102047

Module Name: Managing Operations Strategically

Module Number: WEC-MBA-06-805

Assignment Title: Conceptual analysis and evaluation of Operations Strategies

Submission Due Date: August 16, 20`09

Students Electronic Signature: Zubair

Plagiarism is to be treated seriously. Students caught plagiarizing, can be expelled from the programme

Assignment Form

MBA Jan04


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EXECUTIVE SUMMARY

The global markets are continuously innovating due to innovations in ideas,

strategies, workforce caliber, technology, and information of individuals as well of

organizations.

In this turbulent environment organizations are bound to look forward for innovations

/ new ideas and new procedures implementation in their respective industries to be

sustainable and competitive in global free market.

The implementation, analysis, synthesis, evaluation, creation, and in whole the

management of all the operations of the organization is very important to achieve

such global sustainability and competitive objective.

This piece of work is written to complete the requirements of the degree and at the

same time to analyze the operations of practical organizations and to propose the

strategies to improve these operations.

After the introduction of thorough idea of operations management and introduction of

we have discussed in brief the quality problems and frequent machine breakdowns

within the industry and its main causes.

To remove these common and special causes we will be using fish bone diagram and

its way of removal of these causes.

The wastage and product recalls problems faced by the company we have discussed

why they are termed as wastage or why customers reject the lots.

To overcome these problems looking on the practical criticality of the organizations

we have suggested the statistical process control system and its key impacts on the

system.


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TABLE OF COTENTS

Executive Summary------------------------------------------------------------------ 02

1.0 Introduction--------------------------------------------------------------------- 05

2.0 Product Quality Problems---------------------------------------------------- 08

2.1 Common Causes--------------------------------------------------------- 09

2.2 Special Causes----------------------------------------------------------- 10

2.3 Removal of Common and Special Causes---------------------------- 11

2.4 Fish Bone Diagram------------------------------------------------------ 11

3.0 Wastage And Product Recalls------------------------------------------------ 13

3.1 Standard Process Control Method------------------------------------- 14

3.2 Lean Manufacturing----------------------------------------------------- 15

4.0 Inventory Management System---------------------------------------------- 17

4.1 Current Inventory Management System------------------------------ 18

4.2 Proposed Inventory Management System---------------------------- 20

4.3 Just In Time (JIT) Method---------------------------------------------- 21

5.0 Flow Of Materials, Products And People Within The Plant----------- 22

5.1 Solutions Of Problems In Flow---------------------------------------- 24

5.1.1 Planning Of Small And One Go Lots------------------------------- 24

5.1.2 Increasing Plant Layout----------------------------------------------- 25

6.0 Conclusion---------------------------------------------------------------------- 26

7.0 References---------------------------------------------------------------------- 28


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1.0 INTRODUCTION

Operations management is basically a systematic implementation, directions, analysis

and control of all the processes included to transform the inputs into finished goods

and services.

Operations management processes and functions mostly comprises the usage of

equipments, tools, machines, facilities, materials, energy, employees, strategies,

information and many other physical and non physical assets as inputs within the

organizations. Or in other terms operations strategies comprise of 5 Ps i.e. Product,

Plant, Processes, Programs and People.

The operations managers are thought to be responsible for the management of each

and every step or process of transformation of inputs into finished products and

services.

The techniques of operations management are basically used to obtain these finished

products and services with the best possible usage of inputs.

In the turbulent global business market the competition is always increasing due to

many reasons like ICT (Information communication technology) innovations, ISO

standards, WTO free market approach, customers / consumers knowledge

enhancement, entrance of many Global Giants in the markets and many other

reasons.

These competition increasing reasons create a very much competitive market

environment and organizations need to achieve competitive advantages to sustain and

compete in such competing and innovative market environment.

Processes and operations vary in products and services as well as from industry to

industry. These products and services are tangible and intangible respectively and

require some inputs for customer oriented outputs and to transform them with best

possible efficiency.


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The new concepts and innovations make Manufacturing and servicing industries to be

more customers oriented and dont only rely on the products and service outputs but

operate the industries for customer satisfaction and outputs are now not products and

services but the Customer response on these output products.

To achieve the positive customer response, sustain and compete in the market

organizations have learnt and implemented many better strategies like Lean

Manufacturing, 5 S strategies, Kaizen, Six Sigma, Process Capability Analysis,

Benchmarking, Statistical Process Control, Total Quality Management, Knowledge

Management Systems and many other enhanced ways to produce products and

services to be more specified and customer oriented.

Operations management is not only implemented on industrial basis but each SBU is

also output producing unit and managers of those departments can also implement

operations management strategies to improve efficiency, productivity and best

possible quality. The organizations may have Pre and Post SBUs/ departments and the

pre-department is termed as the supplier of the post-department while post department

is termed as customer of the pre-department.

The operations strategies may also vary from industry to industry and can also vary

according to requirement like planned and unplanned or deliberate and emergent

strategies.

Mostly the deliberate and emergent strategies both are tried to be planned but

sometimes in unexpected situations some unplanned strategies are also taken into

account to solve the problems.

The planned strategies mostly are also found in tacit as well in explicit form

dependent on the firms information strategies.

To be more specific, in this piece of work we will be discussing about the operations

management of the Textile industry and for that I have chosen one SBU of Yunus

Textile Mills, Karachi, Pakistan where I was working as Textile Engineer and as an

employee will try to address the operation functions and strategies more efficiently.


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Yunus Textile Mills was originated in 1999 and mainly three management teams have

been changed until now. The management team working now is called Farooqians

and they are working here from past five years.

In Dyeing department the employee strength is about 180 and comprises of six fabric

dyeing machine. Please refer to Appendix 1 for the organization structure of this

industry.

The supplier of this department is Bleaching department while its customers are

printing and finishing departments or sometimes Folding department depends upon

Final customer requirement.


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2.0 PRODUCT QUALITY PROBLEMS

Organizations may vary from machines, expertise, processes, procedures, products

and strategies.

The main purpose of manufacturing of a product leads us to the concept of supply

and demand and thus the focus on markets, customers and consumers.

Customers and markets set their standard and specifications on the basis of the

demand of the product.

After setting these standards a manufacturing industry is thought to be perfect on

these standards and specifications or in whole Quality of the product.

i) DEFECTIVE PRODUCTS

Industries always try to be under these specifications to give the better quality and

meet customer and market requirements to sustain / compete in a competitive market.

When products go through their Product Life Cycle, they pass from different stages

from their introduction to Decline stage and industries always try to expand their PLC

by using their competitive advantages to maximize their profits.

During the manufacturing products come in contact with many of problems

depending upon product size, lot size, and industrys competitive advantages like its

expertise, technology, finance, strategies etc.

These products which are affected by those problems are termed as Defective or

Wastage.

The product defects may come because of many internal and external causes but if we

generalize them or look them from broad perspective then these quality problems or

defects are yield of two main causes in manufacturing of the products as given below;


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ii) FREQUENT MACHINE BREAK DOWN

Machines within the industry are termed as the basic resource and input of the

industry and organizations always try to maintain them in order to avoid any

unwanted stoppage.

If these machines are not repaired, maintained, or face any careless action, then can

cause problems and organization survives in result of defective goods, high

maintenance cost and wastage of time and money due to stoppage.

Frequent machine breakdown also may vary from machine to machine and industry to

industry but in thorough view the machine break down can also be happened because

of two main causes i.e. Common causes and special causes as described below.

2.1 COMMON CAUSES

Common causes are basically those causes of defects or quality problems which are

temporary and occur due to mistakes of workers, sudden accidents, unexpected

machine breakdowns and power failure etc.

For example in a Textile industry during the dyeing of the fabric, where continuous

solution tanks are being made/used and suddenly the color of the fabric goes out of

the customer specifications due to mistake of the color making worker in weighing

the color un-accurately, mixing more water, increasing heat of burners or any other

unexpected human error etc.

Also in almost all manufacturing industries transportation of goods is kept in sight

with priority and if the output of each machine exceeds or any worker keep them in

the way of others or its own machine transportation way, then this may cause

hindrance in transportation of raw material when its needed and may cause machine

stoppage.

Machine stoppage can also be caused due to sudden power failure and any poor

maintenance problems and this machine stoppage also causes defects or defective


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products, like defective bottles in bottle industry, burnt fabric in textile industry or

any other defect which doesnt lie under customer specifications.

2.2 SPECIAL CAUSES

Special causes of poor quality are termed as permanent and repeating problems in

manufacturing of the product.

These special causes are those problems which come during manufacturing due to

mistakes of management and strategic team.

These include mistakes in plant layout, machines setting, selection of process route

etc.

For example a product can be manufactured within the specifications by 4 machines

but management included 5 machines in the process route and due to this product

faces more % of defective problems on the 5 th machine.

Or in plant layout, management doesnt realize the future transportation and working

space required then workers and products will always face problems and will not be

able to give required efficiency.

But special causes are not easily detectable because of less focus of workers on these

management responsibilities and they will always try to solve the problems on their

hand and will not be able to highlight the problems if first common causes are not

solved completely.

Special causes can accidently be highlighted or can only be detected once the

common causes are solved.


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2.3 REMOVAL OF COMMON AND SPECIAL CAUSES OF POOR QUALITY

Common causes are mostly termed as more easily detectable and are temporary so

doesnt repeat always.

These common causes can be detected by using Fish Bone Diagram or Ishikawa

diagram and statistical process control system as given in below.

2.4 FISH BONE DIAGRAM

Fishbone diagram was originated by Kaoru Ishikawa and because of this it is also

known as Ishikawa diagram.

This diagram is also known as Cause and effect diagram because this diagram is

used to find out the real causes which lead to one single effect or the problem.

Kaoru Ishikawa is also known as one of founder of modern management and he also

pioneered the quality management process for the Kawasaki shipyard.

In Cause and effect or fishbone diagram causes are arranged in terms of their level or

significance with the problem. This will help to find out the route causes to identify

that where basically problem occurs.

Causes and effects are mainly arranged and viewed from four main perspectives i.e.

Men, Machines, Materials and Methods for manufacturing sector while for

administration and services sector the four main views are Equipments, People,

Policies and Procedures.

Here one thing is very important to consider that fishbone diagram is mainly used to

solve the common causes first in order to enhance the special causes of problems.

As Yunus Textile Mills is facing problems of Products defects, Recalls, Wastage and

Frequent machine break downs so using fishbone diagram we will try to address how

to apply this diagram to find out the main route causes which help to solve them.


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As we are bound by words limit so we will discuss only one problem and will assume

the same method of using fishbone diagram for the other problems.

As we have already discussed that the problem of defective goods or quality problems

can be caused by workers, machines, materials and process routes or methods.

Looking more precisely details of these causes of quality problems are as given in the

following figure.

Source: Self Made


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3.0 WESTAGE AND PRODUCT RECALLS

Organizations are being given some standards or specifications by the customers and

they are kept responsible to those specifications.

In a practical situation achievement of 100% results are found to be not possible and

therefore customers give them some limits within which products are required.

These limits are known as Upper specification limit (USL) and lower specification

limit (LSL) as given in the following figure.

Source: Self Made

In this diagram the products lie exactly on the required line are the standard quality

products and the products within the USL and LSL are also acceptable products by

the customer.

Those products which are not in between the USL and LSL are rejected and are

termed as wastage or defective products.

Defective products cause the product recalls or in other words are un-standardized

products which will be rejected by the customer.

To control this problem organizations apply the Standard Process Control Method

to be more customer focused and to produce quality products.


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3.1 STANDARD PROCESS CONTROL METHOD

Before application and control of the standard process control method organizations

always apply Process Capability Analysis in which different indices like Cp, Kp

and Takuchi index are used to analyze that our process is able to meet the customer

requirements or not.

In standard process control method organization set its target and own limits of the

production which are always kept less than the specification limits given by the

customer.

These limits are known as upper control limit (UCL) and lower control limit (LCL)

and are followed by the normal distribution curve to analyze that how much the

production is near to the target level.

For example for textile fabric dyeing color description is given by the customer to

keep Chroma or hue at 1.0 and the process control limits are set at 0.2 then the

process control curve will be made as below.

Source: Self Made

In this SPC method organizations are required to analyze the production and contract

the normal distribution curve.


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The products are analyzed by sampling and if products lie outside the control limits

the causes of problem or defects are analyzed and removed.

This process of again and again analyzing and solving the problems runs continuously

to contract the normal distribution curve as much as possible towards the target level.

While another solution for all these problems is the application of Lean manufacturing

system, as given below;

3.2 LEAN MANUFACTURING

Lean Manufacturing technique was basically derived from the Toyota production

strategies which are very well known as Toyotaism.

Lean is basically combination of different manufacturing techniques leads to the

reduced production cycle with production based on customer and consumer focused.

Or in simple words we can say Lean manufacturing refers to creation more values

with less effort.

Mainly Lean manufacturing techniques yield three main perspectives;

a) Flexible or Responsive Production Environment

b) Capability of Rapid or emergent Improvement

c) Careful Application of Resources

To achieve these three main targets of Lean manufacturing Toyota refers the

implementation of some very important strategies as given under each section of the

targeted achievements.

These recommended strategies can be highlighted as in the following diagram.


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Source: http://www.buker.com/lean-manufacturing-education.htm

To achieve these strategies, organization not only require focus on the tangible

resources but also on the intangible resources like expertise and culture of the

employees and organization.

Lean manufacturing technique as we described is careful usage of resources which

can be seen from the Lean perspective of achieving the following targets/results.

Source: http://www.buker.com/lean-manufacturing-education.htm
http://www.buker.com/lean-manufacturing-education.htmhttp://www.buker.com/lean-manufacturing-education.htmhttp://www.buker.com/lean-manufacturing-education.htmhttp://www.buker.com/lean-manufacturing-education.htmhttp://www.buker.com/lean-manufacturing-education.htmhttp://www.buker.com/lean-manufacturing-education.htm


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4.0 INVENTORY MANAGEMENT SYSTEM

Inventory of any organization includes the Raw materials, Work in progress (Goods

in process and finished goods.

According to Microsoft Corporation (2007) Tighten inventory management

processes increases operational efficiency across your business improves customer

service and reduce inventory and distribution costs with inventory management.

The storage of inventories is like holding your financial resources and keeping costly

goods with the industry and organizations always try to reduce the inventories to use

that excess of money for the development, efficiency and production of more goods

which helps to increase organization profits.

The inventory management system is always kept in sight and is controlled to reduce

purchasing costs, visibility of inventories, reduce time frame and in overall improve

customer satisfaction.

Inventory management system is used to reduce the inventories to its minimal

required level and for this, companies set some levels for the inventories as given in

following figure.

Source: Self Made


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These upper and lower indication levels, minimal and maximal levels are basically set

to analyze critically the stock and to take corrective actions when the inventories goes

up or down the limits.

Mostly these levels and requirement levels are being analyzed critically with different

software and programs used in the industries and these software are directly linked

with the data of input and output of any inventory within or out of the system.

In inventory management system some factors are very important and are always kept

in sight to have the better efficiency of inventory management system as given below.

Source: Self Made

4.1 CURRENT INVENTORY MANAGEMENT SYSTEM

Yunus Textile Mills as is operating in Karachi Pakistan where the prices of land were

very much less in 1999 and company was built on about 4 acres or about 174500 Sq

foot. This company has its one weaving unit with about 700 weaving machines, two

huge stitching units and one processing unit with all the wet processing departments.

The dyeing department is one SBU of processing department and its raw material

comes from Bleaching department as well from the main stores.

a) RAW MATERIALS STORAGE

The main stores are very huge and have are on about fourth part of the whole industry

which have storage of raw materials for weaving and processing departments while


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the finished goods are always tried to send to customer from Folding departments of

processing and weaving.

These huge stores contain raw materials of almost all qualities of fabric and the

fabrics are being forwarded to weaving and processing according to requirements.

But as the suppliers of the company are its own sister companies, so company is using

MRP (Materials requirement planning) system for raw materials but dont have any

computerized system to analyze properly.

Where Materials requirement planning (MRP) system schedules and requires raw

material inventory with reference of its sales. In this the materials are kept on certain

levels and as the level decreases the level is again maintained.

b) WORK IN PROGRESS

The fabric in progress is always kept on huge batchers (Rollers) within the department

and its management is under the respective departments.

These batchers follow the kanban system and different colored cards are fixed for

each department.

The fabric flows from first to last department and is sent to the customers after

folding.

The fabric of dyeing department comes from the bleaching department and is

processed under the dyeing team custody.

Here one thing is must to be kept in sight that the marketing and planning department

schedules the fabric six months before its production and if the production is done

after one month, the fabric remains in the processing department for more five months

until its shipment which causes lot of problem for workers in transportation etc.


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Fabric property is that always its strength loses and many of the impurities add to the

fabric within these five months as well the cotton fabric is made of Cellulose and is

very much affected by the bacteria which results poor quality of finished goods.

c) FINISHED GOODS

The finished goods of the dyeing department as we discussed that are kept within the

department until their shipment.

Also due to very long working capital cycle department faces lot of capacity

problems.

Mostly the fabric is being processed within dyeing department takes about 6 to 8

hours or may increase if the order is of more than 25000 meters.

But dyeing department relies on the marketing department and waits for their orders

to take fabric on machines and process it and the same is for all departments.

4.2 PROPOSED INVENTORY MANAGEMENT SYSTEM

Yunus Textile Mills as a very huge industry have lot of technology, financial and

operational resources.

But as we discussed that in fabric industry different quality of fabrics are used and

orders bases on the quality like the count (Width) of thread, Number of threads in

warp (Length) and Weft (Width) of fabric. These qualities vary from customer to

customer and order to order.

Organizations can even connect the sister company suppliers to supply the fabric to

the departments just in time when it is needed but as the order quantity is so high so

mostly it faces such problems.


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4.3 JUST IN TIME SYSTEM (JIT) METHOD

Just in time production system was basically produced by the Toyota production

system (TPS) or Toyotaism.

This system was well implemented in many Japanese industries in 1970s while

American industries started to implement this system in 1980s.

Just in time production is also very well known as stockless production where every

raw material and work in progress is available when it is needed without buying the

raw material and without storing the work in progress and finished goods.

The raw material are asked and planned to be on entrance of the machines when they

are needed and once they are out from one machine becomes raw material of next

machine and when are out from last machine are sent to the customer.

Mainly the JIT system includes following key elements.

Source: Self Made


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5.0 FLOW OF MATERIALS, PRODUCTS AND PEOPLE WITHIN THE

PLANT

People, materials, machines etc are the basic inputs of the industry to produce the

quality products.

These inputs are always tried to move freely within the plant and around their

working place in order to freely transport the inputs and outputs.

This planning of the flow of all inputs and outputs comes in overall terms of

Capacity planning of manufacturing system.

All of the world Giants like Toyota, Motorola, Nokia, Microsoft and many other

companies and practical experiences have always emphasized on the capacity

planning or the free flow of inputs (Materials, people etc) and outputs (Products)

within the manufacturing plant.

This planning of capacity and flow doesnt only refer to the easiness of flow of inputs

and outputs but also is to use company land more effectively to reduce the input costs,

improve the efficiency of other inputs and to avoid the future problems like

transportation problems etc.

The foundation of estimating long term capacity needs is forecasts of demand,

productivity, competition, and technology changes that extend well into the future

(Lee J. Krajewski et al)

Capacity planning and its results lead to the Layout of the industry which may have

two diverse effects on the production and operations system.

These effects can be positive when layout is perfect to the requirement and future

planning and may also have negative effects while is planned in excess or less than

the requirement of machines setting, flow of inputs and outputs and materials

temporary storage.


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Yunus Textile Mills have five major departments of Bleaching, Dyeing, Printing,

Finishing, and Folding within the production plant.

While overall plant layout of the production department includes the Electricity

manufacturing plant, Boiler plant, Air compressing unit, Caustic recovery plant, Dyes

and chemicals store, R & D and testing Laboratory, Offices unit, Engraving unit for

printing, CAD unit, electric and mechanical maintenance unit and raw fabric batching

department on whole.

i) Problems Due to Planning of Production

Company is storing the finished goods and its machine outputs within the department

which due to no any one go operation and large lot sizes is in very large quantity.

This creates a very compact situation for the workers to transport the raw materials

and even machine outputs.

This output of one machine and finished goods always wait for the marketing and

planning decisions and the orders are not processed sequence wise, which results lot

of fabric in the production department.

The output of one machine waits for space on next machine while finished goods wait

for space in folding department or customer orders.

ii) Problems Due to Large Lot Size

The lot size of the production are not set at any level and due to this small sizes have

to wait for large lot sizes which also results time frame mistakes for some lots.

Some lots are termed as very much necessary due to carelessness and at the time of

shipment the lot going on in production is stopped and the shipment lot is processed

in urgency which also cause lot of large size lots in the department.


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This causes no extra space for storage in the department and workers face problems to

flow the material and even some time a person can not move from one way and he has

to take another way.

iii)Layout of Production Department

The layout of production system was installed on the time of company building for

about 20 lack meters per month production of dyeing department but now production

is increased by 25 to 30 lack meters of overall production.

This also causes a lot of problems in flow of materials like workers can not store any

small quantity of raw materials on machines, production of each machine is asked

20% more than planned and operators has to run the machines on more speed.

This causes lesser time frame for the workers to arrange the entry and exit batchers,

chemicals and setting the machines parameters which also cause mistakes and

sometimes stoppages in the machine production.

5.1 SOLUTION OF PROBLEMS IN FLOW

To overcome the above main problems of Yunus textile mills in flow of materials,

products and people, Company can go for following two main solutions.

5.1.1 PLANNING OF SMALL AND ONE GO LOTS

Company requirements in this condition of planning large lot sizes cause a lot of

problems as we have discussed before.

Company can go for small lot size planning which will solve major of these problems

like stoppage of small lot sizes in any urgency will not cause much fabric in the

department, workers will be able to store some common raw materials on the machine

and will be able to give more production and less wastage.


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The repairs of small lot size is more easy than the large one and also the workers will

be more focused on the productions and problems remedy rather than on flowing raw

materials.

Also one go operations planning or in other words planning of lots once the first lots

are processed is more effective way to overcome these flow problems.

5.1.2 INCREASING PLANT LAYOUT

The layout of the company is in good condition is in smooth form so it is not needed

to change the layout but as we have seen that the production and orders are increased

by 20% so it is more feasible for the Yunus textile mills to install more machines.

But as until now customers are satisfied and giving the order continuously with an

acceptable feed back for this organization according to its corporate strategies, so

even if company is not installing the machines for long term goals achievement then

even company must build a finished goods products outside the production

department.

This building of new finished good products outside the production department will

also result reduction in problems of flow of materials, products and people within the

department and improve the efficiency of workers and products as a whole.


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6.0 CONCLUSION

Managing operations and its related departments is a very critical and sensitive task

and to implement the strategies for its correction is more risky and sensitive.

Organizations always try to implement new strategies in very much critical situations

or when their outputs dont reply the same strength and efficiency of their inputs.

An operations manager is kept responsible for all these operations but basically all the

departments and its managers and employees lie under same responsibility.

To achieve this mutual understanding and collective working environment

organizations are going for information and knowledge management systems and

same our industry i.e. Yunus Textile Mills is thinking to do.

But basically the compatibility of operation strategies and employees response is very

important.

Yunus textile Mills have still not implemented any information system but soon its

going to do but there are many barriers for the information system i.e. its incompatible

operations strategies and that we have analyzed above.

Company is facing the quality problems, product defects, wastage, product recalls and

many other unidentified problems but company is trying to increase its order quantity

rather than satisfying the customer and thinking about the long term goals

achievement.

Company can implement fishbone diagram to analyze the main causes of quality

problems and can reduce the problems from common to special causes of these

problems.

Every American industry is looking for statistical data to solve the problem but due to

less caliber of workforce, Yunus textile mills still dont have thought to set its own

control limits to be more customer oriented rather than basing on customer


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specifications only and for this company can use SPC method to continuously reduce

its wastage, machine breakdowns and many other quality problems.

Due to raw materials supply by the sister companies Yunus Textile Mills is still based

on MRP method which is not a nice choice for a textile industry as we discussed

before and company must can go for JIT system to reduce its inventory costs and

improving the efficiency of raw materials.

Company has layout in which flow of materials is good but due to less sequence of

machines, large lot sizes, no any one go operation for single lot company is still

having problems in transportation of goods because of storage of lot of machines

outputs and finished goods.

Therefore on long term basis company can change its layout and offer one go

production of lots respectively which will result in better efficiency and customer

satisfaction.


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7.0 REFERENCES

1. www.microsoft.com/dynamics/nav , Inventory management in Microsoft

Dynamics NAV, Microsoft Corporation, 2007.

2. Johnson, G and Scholes, K (2008), Exploring Corporate Strategy: Text and

Cases, 8th Edition: Prentice Hall.

3. Alwan, L. C and D. Radson (1995), Implementation issues of time-series based

statistical process control, Production and Operations Management.

4. Ridley, D and D. Duke (2000), "Statistical Process Control: an mws model,"

Refereed Proceedings of the Industrial, Engineering & Management Systems

conference, Cocoa Beach, Fl., U.S.A.

5. Heizer, J and Render, B (2007), Operations Management, 9th Edition: Prentice

Hall.

6. Krajewski, L. J and Ritzman, L. P (1990), Operations Management: Strategy and

Analysis, 2nd Edition: Ohio State University.

7. Schroeder, R (2008), Operations Management: Contemporary Concepts and

Cases, 4th Edition: Mc Graw Hill.

8. Nahmias, S (2009), Production and Operations Analysis, 6th Edition: Mc Graw

Hill.

9. Dwyer, R. and Tanner, J (2009), Business Marketing: Connecting Strategy

Relationship and Learning, 4th Edition: Mc Graw Hill.
http://www.microsoft.com/dynamics/navhttp://www.microsoft.com/dynamics/nav


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10.Nahmias, S (2009), Production and Operations Analysis, 6th Edition: Mc Graw

Hill.

11.Slack, N. and Lewis, M. A (2003), Operations Management: Critical Perspectives

on Business and Management: Routledge.

12.Finch, J. B (2008), Operations Now: Supply Chain Profitability and Performance,

3rd Edition: Mc Graw Hill

13.Carnall, C (2007), Managing Change in Organizations, 5th Edition: Pearson

Education

14.Nottingham Trent University (2005), Managing Operations Strategically: 1st

Edition: WEC Copyright.

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