COURSE LIST OF PGPEX-VLM
| Sl. | Course Code | Title of the Course | Cont. Hour | Total Cont. Hour | Credit Point * | Total Credit Point |
|---|---|---|---|---|---|---|
| Term 0 | Course work at IIMC | |||||
| 1 | VLM000 | Ice-breaking & Orientation** | 15 | |||
| 1 | VLM001 | Managerial Communication** | 21 | 2 | ||
| 2 | VLM002 | Managerial Skill Development (including Management Game)** | 42 | 78 | 4 | 6 |
| Term I | Course work at IIMC | |||||
| 1 | VLM101 | Decision Making Tools | 30 | 3 | ||
| 2 | VLM102 | Global Scenario | 15 | 1.5 | ||
| 3 | VLM103 | Regulatory National & International | 15 | 1.5 | ||
| 4 | VLM104 | Managerial Economics | 21 | 2 | ||
| 5 | VLM105 | Organizational Structure and Design | 30 | 3 | ||
| 6 | VLM106 | Marketing | 30 | 3 | ||
| 7 | VLM107 | Financial Analysis | 45 | 186 | 4.5 | 18.5 |
| Term II | Course work at IIMC | |||||
| 1 | VLM201 | ERP Workflow & BPR | 45 | 4.5 | ||
| 2 | VLM203 | Human Resource & Labour Law | 30 | 3 | ||
| 3 | VLM204 | Manufacturing Strategy | 21 | 2 | ||
| 4 | VLM205 | Strategic Analysis | 30 | 3 | ||
| 5 | VLM206 | Production Management | 45 | 4.5 | ||
| 6 | VLM207 | Project Management | 21 | 192 | 2 | 19 |
| Term III | Course work at IIT Kanpur | |||||
| 1 | VLM601 | Product Design and New Product Management | 75 | 7.5 (25) | ||
| 2 | VLM602 | Supply Chain Management | 40 | 4 (9) | ||
| 3 | VLM603 | Advance Materials | 30 | 3 (9) | ||
| 4 | VLM604 | Automation & Robotics in Manufacturing | 30 | 3 (9) | ||
| 5 | VLM605 | Computer Integrated Manufacturing Systems | 30 | 3 (9) | ||
| 6 | VLM606 | Data Analysis and Decision Making | 30 | 3 (9) | ||
| 7 | VLM607 | Product Lifecycle Management | 15 | 250 | 1.5 (9) | 25 |
| Term IV | Course work at IIT Madras | |||||
| 1 | MS7031 | Advanced Manufacturing Analytics | 28 | 3 (6) | ||
| 2 | MS7032 | Artificial Intelligence in Manufacturing | 28 | 3 (6) | ||
| 3 | MS7033 | Advanced Supply Chain and Logistics Planning | 28 | 3 (6) | ||
| 4 | MS7034 | Data Driven Quality Control | 28 | 3 (6) | ||
| 5 | MS7035 | Managing Technology and Innovation for Manufacturing | 28 | 3 (6) | ||
| 6 | MS7036 | Manufacturing Process Optimization | 28 | 3 (6) | ||
| 7 | MS7037 | Technological Trends in the Manufacturing of Discrete Products | 28 | 3 (6) | ||
| 8 | MS7038 | The Future of Manufacturing Business | 28 | 224 | 3 (6) | 24 |
| Term V | Course work at IIMC | |||||
| 1 | VLM601 | Interpersonal Skills & Leadership | 30 | 3 | ||
| 2 | VLM602 | Green Manufacturing | 21 | 2 | ||
| 3 | VLM603 | Vision to Execution | 21 | 2 | ||
| 4 | VLM604 | Ethics & Values in Business | 21 | 2 | ||
| 5 | VLM605 | Entrepreneurship | 21 | 2 | ||
| Management Game** | 15 | 129 | 11 | |||
| Term VI | Course work at IIMC | |||||
| IRCA approved Lead Auditor Course on ISO 9001 : 2008 by Bureau Veritas Certification (India) Pvt. Ltd | 30 | 30 | ||||
| Term VII | ||||||
| Internship** | 3 | 3 | ||||
| Term VIII | ||||||
| International Immersion (7 days)** | 84 | 84 | 3 | |||
| Grand Total | 1173 | 109.5 | ||||
* 10 contact hours (approx.) = 1 credit point per IIMC basis (credit points within bracket in Terms IV and V are IIT basis credit points)
** Compulsory (Qualifying)
Management Game does not accrue any credit point
Course Overview
This is an introductory course on Managerial Communication that is offered to PGPEX-VLM students to improve managerial effectiveness. It will briefly discuss the overarching concepts and principles of Communication as relevant to working managers; using this foundation it will specifically focus on Strategic Communication, Oral & Written Communication.
The objective will be to develop and enhance communication knowledge and skills (written and oral) in a managerial/business context. Since Managerial Communication involves the development and display of specific skills, (some of these skills involve physical capabilities), the course will emphasize ongoing practice for sustained skill development.
Approach
The approach will be to look at communication skills from the standpoint of end-point delivery skills – viz. leadership, teamwork, persuasion, motivation, engagement, interviewing, planning, ideation, problem-solving, execution, co-ordination etc.
Within a conceptual framework the coursework will include ‘experiential exercises’ that will require students to apply key concepts and principles in a managerial/business context.
The course will be approached at the following levels:
a. Communication Strategy – A broad understanding of communication in its business and managerial context will be provided. This will help participants develop the requisite skills that they may apply in an applied manner within a strategic context.
b. Written Communication – The principles of writing will be developed; specifically, certain applications of communication concepts in the context of written communication will be done.
c. Case Discussion – This will help develop the ability to analyze situations/scenarios in a case study, and then, present such analysis in a cogent and coherent way in an oral form. This will help develop the ability to think, analyze and express one’s self orally in front of an audience (small or large.)
d. Presentation Techniques – The course will aim to develop Presentation Skills using Visual Aids – building upon Public Speaking Skills. Contemporary modes and methods of presentation using visual aids will be discussed showing the importance of good content and effective technique
Pedagogy
The pedagogy will be skills-oriented; some parts of the course may be delivered in a workshop mode. Overall, the course will comprise of:
a. Conceptual sessions
b. Oral Communication Skills (Specific formats/criteria/techniques will be discussed; also, some critiques of oral material will be done by groups)
c. Readings/handouts will be provided to cover specific issues
d. Individual clarifications will be provided during tutorials/office hours
Evaluation
The specific course requirements for the purpose of evaluation as well as deadlines will be provided separately.
Prescribed Readings
A Guide to Managerial Communication by Mary Munter Handouts
Course Objective
In a globalised competitive business environment to achieve exponential growth the need for breakthrough arises. Effectiveness reflects the depth and speed of management in an organisation and the breakthrough management (BTM) with its root at Total Quality Management (TQM) is a model building approach aimed at the need how to manage business priorities systematically with effectiveness consistency and focused mobilization of the people through the following stages:
1. Identification of events which bring about commitment to breakthrough;
2. Unlearning of past tradition or practices;
3. Creation of creative chaos to push mobilization;
4. Development of a systematic model to pull the mobilization;
5. Applying scientific method and tools to make change.
The objective of the course is to acquaint the participants to principles, skills and patterns of transformational leadership for breakthrough.
Topics to be Covered
Content
- Rapid change in the global world
- Leadership for transformation
- Skills and capabilities
- Five step discovery process
- Perceive symptom of change
- Go down ladder of abstraction
- Go up ladder of abstraction
- Create model/hypothesis
- See future though the created model
- Application of Five Steps discovery process to plants/ service outlets.
Course Material
1. Breakthrough Management By Prof. Shoji Shiba and David Walden,
2. The Five Step Discovery Process Manual with examples – Second Edition by Prof. Shoji Shiba with Sona Koyo Systems Ltd.
Course Objective
To acquaint the participants with the most fundamental mathematical tools required for the management science, and to provide an introduction to some of the important statistical tools that are necessary for reaching efficient managerial decisions under uncertainty with emphasis on practical applications of the statistical tools.
Topics to be Covered
1. Calculus and its Application
2. Matrix Algebra and Optimization
3. Probability Theory
4. Random Variables and Their Distributions
5. Survey Sampling
6. Point and Interval Estimation
7. Hypothesis Testing
8. Bivariate Data Analysis: Correlation and Regression
9. Polynomial Regression
10. Multiple Linear Regression
11. Inference on Regression Analysis
Course Objective
To provide an overview of the complexity of the global manufacturing scenario, emphasize the management problems that companies face in globalizing facilities and operations.
Topics to be Covered
1. Globalization
2. Transnational Capital Flows
3. Transnational Corporations
4. The IMF and World Bank
5. The Geopolitics of Oil Resources
Course Material
1. Deepak Nayyar, ‘Globalisation and Development: a tale of two centuries’, Cambridge Journal of Economics, 30 (137), 2006, pp.137-59.
2. Martin N.Bailey, et al., ‘The Color of Hot Money’, Foreign Affairs, March/April 2000, pp.99-109
3. Juliette Bennett, ‘Multinational Corporations, Social Responsibility and Conflict’, Journal of International Affairs, Spring 2002, pp.393-410.
4. Hosain Askari, ‘Global Financial Governance: Whose Ownership’, Business Economics (Washington), 39 (2), April 2004, pp.57-63.
5. Daniel Yergin, ‘Ensuring Energy Security’, Foreign Affairs (New York), 85 (2), March/April 2006.
Course Objective
The environment for manufacturing firms has changed dramatically over the last two decades as they have begun to seek larger markets, cheaper labour and investment friendly locations around the world. However, international business operates in a highly globalized and dynamic environment. The climate for international investments is affected by regional instability, national barriers to cross-border flows of capital and investment, and the evolution of regional trading agreements. The regulations that govern international business are also influenced by multilateral institutions such as the World Trade Organization (WTO), the International Monetary Fund (IMF) and the World Bank. This course seeks to provide participants with some insights into the national and international regulatory environment for international business.
Topics to be Covered
1. The World Trade Organization I – Structure and constituent agreements
2. The World Trade Organization II – The GATT Agreement
3. The World Trade Organization III – The TRIMS agreement
4. The World Trade Organization III – The TRIPS agreement
5. Regional Trade Agreements I – The European Union
6. Regional Trade Agreements II - NAFTA; China, India and ASEAN
7. The Law for Sale of Goods
8. Law of Arbitration
9. Industrial Regulation in India
10. The Law of International Trade
Course Material
A reading list, including text book, cases and material for class test will be distributed at the beginning of the course.
Course Objective
To acquaint the participants with the most fundamental mathematical tools required for the management science, and to provide an introduction to some of the important statistical tools that are necessary for reaching efficient managerial decisions under uncertainty with emphasis on practical applications of the statistical tools.
Topics to be Covered
1. Calculus and its Application
2. Matrix Algebra and Optimization
3. Probability Theory
4. Random Variables and Their Distributions
5. Survey Sampling
6. Point and Interval Estimation
7. Hypothesis Testing
8. Bivariate Data Analysis: Correlation and Regression
9. Polynomial Regression
10. Multiple Linear Regression
11. Inference on Regression Analysis
Course Objective
To familiarize with the latest concepts in organizational design
Topics to be Covered
Organizational structure; role of management; organizational goals and strategy managing environment; managing technology; organizing for innovation; service and knowledge organizations; global organizations; non-business organizations; culture; power and politics; organizational change.
Course Material
Organization Theory 5th Edition. Gareth Jones
Course Objective
To focus on emerging marketing environment in India. It will also focus on market orientation and the process and tools for building marketing strategies that deliver superior levels of customer satisfaction, value and profitability by emphasizing importance of customer-orientation for the firm and the role manufacturing can play in enhancing competitiveness of the firm by delighting the customers.
Topics to be Covered
1. Introduction to Marketing Management – Customer Focus and Managing Customer Loyalty
2. Evaluating Opportunities in the Changing Marketing Environment
3. Improving Decisions with Marketing Information
4. Understanding Competition
5. Consumer Markets and Buying Behaviour
6. Business Markets and Business Buyer Behaviour
7. Designing Customer Driven Marketing Strategy
8. Product and Branding Decisions
9. Promotion Decisions
10. Pricing Decisions
11. Sales and Distribution Decisions and Managing Relationship with Your Suppliers and Distributors
12. Enrich: Buyer-Supplier Relationships
13. Business Governance and Networking
14. Relationship Marketing- Concept and Tools
15. Strategies for Marketing High-tech Products and End-course Review
Organizational structure; role of management; organizational goals and strategy managing environment; managing technology; organizing for innovation; service and knowledge organizations; global organizations; non-business organizations; culture; power and politics; organizational change.
Course Objective
1. To impart to the participants insights on strategy formulation for IT and its applications, with a special reference to the manufacturing industry.
2. Introduce the participants to the various IT based platforms like ERP and SCM, widely deployed in the manufacturing industry.
3. Acquaint participants with implementation strategies for IT platforms, which involve workflow analysis, business process reengineering and management of the accompanying organizational change.
Topics to be Covered
1. Introduction to the concept of application of IT in Manufacturing Industry
2. Current trends in IT for Manufacturing.
3. Conceptual Foundations of MIS in Organizations
4. Strategic management of IT in Organizations
5. Approaches for IS/IT Strategy Formulation
6. Case Discussions on Deployment of IT in Manufacturing
7. Business Process Reengineering: The Basic Concept
8. BPR: Situations demanding BPR
9. BPR: Strategies for Success
10. BPR: Management of Change
11. BPR: Case Discussions
12. Process-oriented Workflows: Concepts and Applications
13. Workflow Modeling, Design and Automation
14. Theory of Enterprise Resource Planning (ERP)
15. ERP: Concepts, Applications and Practice
Course Material
Enterprise wide Resource Planning, Theory and Practice by Rahul V. Altekar, Prentice-Hall of India
Case - SAP: Industry Transformation
Andrei Hagiu, Pai-Ling Yin, Daniela Beyersdorfer, Vincent Dessain
Product#: 707435, Pub. Date: September 26, 2006, Length: 28p
Cisco Systems Architecture: ERP and Web-enabled IT
Richard L. Nolan, Kelley Porter, Christina Akers
Product#: 301099, Pub. Date: March 24, 2001, Length: 23p
Course Objective
To acquaint with basic concepts in accounting (financial & cost)and corporate financial management.
Topics to be Covered
1. Accounting Process: Recording of transactions,
2. Preparation of financial statements: Balance Sheet & Profit & Loss Account & Cash Flow Statement,
3. Choice of accounting policies,
4. Inter-firm Comparison,
5. Understanding cost object and cost terms,
6. Traditional Product Costing System,
7. Activity Based Costing (ABC),
8. Cost-Volume-Profit (C-V-P) Analysis,
9. Budgeting: Fixed and Flexible,
10. Standard Costing and Variance Analysis,
11. Overview of Corporate Finance Functions,
12. Financial Markets and Indian Financial System,
13. Introductory Financial Mathematics: Time Value of Money, Capital Structure, Long term sources of Financing,
14. Long term Investment Decisions: Capital Budgeting Techniques, Working Capital management: Current Assets Management, Short-term Financing
Course Objective
With growing maturity of manufacturing industries, competitive advantage is moving away from plant and machines to employee skills and competencies. Human resource management practices of an organization play a pivotal role in acquiring, developing and deploying employees to create and sustain these human resource-based competitive advantages. Unlike service organizations, manufacturing organizations employ many persons under a common roof and are susceptible to occasional bouts of poor industrial relations. Union-management negotiations often move along a highly legalized track. Success in such negotiations would demand some understandings of these legal frameworks. The principal objectives of this course are to provide the students a fair degree of exposure on how to deal with employment relations with employees when they negotiate as individuals, as members of a union and when such negotiations are highly restricted by a strong legal framework.
Topics to be Covered
The course will have three parts. The first part would deal with issues related to human resource management taking employees as individuals. The second part would cover the broad legal framework within which many of the employment relations issues are actually executed. Finally, the third part would go into issues related to management of employment relations when employees are part of a collective body.
Methodology: As the principal learning platform, the course would use a mixture of discussions on concepts and on live cases.
1. Strategic Planning of Human Resources, Case: Strategic Planning of Human Resource at Ocean Linear International Ltd.
2. Strategic Acquisition of Manpower, Case: Strategic Planning of Human Resource at Ocean Linear International Ltd.
3. Strategic Development of Manpower, Case: Strategic HRM at Quantum
4. Strategic Management of Performance, Case: Strategic HRM at Quantum
5. A Brief History of Indian Labor laws,
6. Industrial Disputes Act-I & Industrial Disputes Act-II, Trade Unions Act, Standing Orders Act, Management of Discipline
7. The Economics of Trade Unions: What Do Unions Do?
8. The Economics of Human Resources 1, The Economics of Human Resources 2, The Economics of Human Resources 3, Case: Group Incentives at ITC Ltd
Course Material
There is no text book for the course.
A few lecture related reading materials, copies of the cases and lectures slides will be given.
Course Objective
In order to achieve timely delivery of cost-effective, high-quality products in a competitive environment, manufacturing firms have realized the importance of manufacturing strategy as a key source of sustainable competitive advantage. This course aims to develop a strategic perspective for manufacturing through concepts, cases, best practices and games.
Topics to be Covered
1. Introduction to Manufacturing Strategy
2. Corporate Game
3. Product and Process Development and Design
4. Innovation Management: Managing the Transformation Process and the Renewal of the Manufacturing System
5. Strategic Capacity Planning
6. Manufacturing Flexibility
7. Strategic Importance of Quality
8. Cases and Tutorials
Course Objective
Sensitizing about impending changes facing Indian manufacturing companies owing to changing world order, strategies to overcome challenges and make Indian manufacturing more globally competitive, analytical approaches to assess competitiveness capabilities and design/develop strategies, develop holistic view of organization
Topics to be Covered
1. Introduction to Strategy
2. Strategic Analysis – Industry
3. Creating competitive advantage – cost advantage
4. Creating competitive advantage – differentiation
5. Growth strategy – diversification
6. Creating competitive advantage – Blue ocean strategies
7. Competitive moves
8. Competing on resources and capabilities
9. Strategic planning
Course Material
Gordon Walker, “Modern Competitive Strategy”, Second Edition, McGraw-Hill
Reading package (all soft copies of readings attached)
Case package: All HBS cases to be procured (some have been used in earlier courses by Strategic Management Group in PGP and PGPEX programs). Case numbers are provided above
Course Objective
To acquaint the participants with the important concepts and tools used in input, output and transformation management process. In addition to classical production management concepts like Capacity Planning and Production Planning and Control, the course will also include the contemporary concepts, namely, Just- in-Time, Lean Manufacturing, Toyota Production System and Total Productive Maintenance.
Topics to be Covered
1. Introduction: Overview and Basic Concepts of Productivity
2. Performance Measures for Production Systems
3. Location Decisions
4. Types and Characteristics of Production Systems
5. Layout Decisions
6. Process Analysis
7. Forecasting
8. Aggregate Production Planning
9. MPS and MRP
10. Assembly Line Balancing and Job Shop Scheduling
11. Inventory Control
12. Toyota Production System (TPS)
13. Just In Time (JIT) Production
14. Maintenance Management & Systems Reliability
15. Total Productive Maintenance (TPM)
16. Cases and Tutorials
Course Objective
To acquaint the participants with the concepts, tools and techniques required for planning, execution, monitoring and control of projects within specified time, budget and quality. Aspects of project coordination and procedural issues will also be covered.
Topics to be Covered
1. Introduction to Project and Project Planning
2. Network Models for Projects and Basic Scheduling Computations
3. Crashing of Projects: Time Versus Cost Trade-offs
4. Resource Leveling and Allocation in Projects
5. Probabilistic Aspects of Projects
6. Simulation of Projects
7. Precedence Networks
8. Project Management Quality Systems
9. Project Monitoring and Evaluation
10. Project Implementation
11. The Role of a Project Manager
12. Project Management Software
13. Cases and Tutorials
| Module Name | Product Design and New Product Management (PDNPM) – VLM 601 |
| Contact Hrs at IITK | 75 |
| Module Coordinator | Jayanta Chatterjee, jayanta@iitk.ac.in, 7858(0), 8475 (R) |
Product Design and New Product Management
The participants would be exposed to strategy for new product development, stages of new product process opportunity (concept, evaluation, development, prototyping, manufacturing process optimization, launch etc). The module also focuses on problem based ideation, perceptual mapping, concept testing and evaluation, forecasting and financial analysis, design to manufacturing cycle management, managing internal and external networks, and launch management. Additionally, the module also covers issues related to technical systems (energy, material, signal and their functional interrelationships), systems approach comprising problem solving process and role of computer support, embodiment rules and realization for concept to design, mechatronics, modularization and rationalization, design for quality and design for cost.
| Topic | Hours | ||
| Lecture | Practice | ||
| 1 | Trailer | 2 | 4 |
| 2 | Identification of Opportunities | 2 | 4 |
| 3 | Customers’ Driven Innovation | 3 | 3 |
| 4 | Process selection & VR/CAD | 3 | 5 |
| 5 | Global Design Week with HUT & HSE Team | 8 | 8 |
| 6 | Innovation and Economics of Global Competitiveness | 2 | 2 |
| 7 | Creativity Systems & Design Strategies | 2 | 2 |
| 8 | Design Project Management | 2 | 2 |
| 9 | The integrative Process of Design | 4 | 4 |
| 10 | Design & Manufacturability | 3 | 3 |
| 11 | Design, Art & the Design Business | 2 | 2 |
| 12 | Group Presentations | 5 | |
| Module Name | Supply Chain Management (SCM) - VLM 602 |
| Contact Hrs at IITK | 35 |
| Module Coordinator | Peeyush Mehta, pmehta@iitk.ac.in, 6647(O), 8541(R) |
Supply Chain Management
The main objectives of this module are to understand key drivers and performance measures of supply chains, strategies for managing uncertainties in global supply chains, logistics management, creating value through supply chain integration and coordination. The module covers the trade-offs involved in efficient and service-level oriented supply chains, issues in mass-customization, matching supply and demand, risk management in supply chains, outsourcing, strategic alliances, transportation and distribution network design, inventory management. The participants would also be exposed to contemporary issues in supply chains like RFID, retailing, and reverse logistics.
| Topic | Hours | ||
| Lecture | Practice | ||
| 1 | Introduction to SCM | 1 | |
| 2 | Supply Chain Strategy | 1 | |
| 3 | Beer Game | 3 | |
| 4 | -Supply Chain Coordination -Responsive Supply Chains: Mass Customization |
2 | 1 |
| 5 | Inventory, Risk Pooling and Supply Contracts | 2 | |
| 6 | Guest lecture on Global Supply Chain | 2 | |
| 7 | Case Study of IBM Business Consulting | 2 | |
| 8 | Services Supply Chain | 3 | |
| 9 | Responsive Supply Chains: Accurate Response |
2 | |
| 10 | Leveraging IT | 1 | 1 |
| 11 | Outsourcing | 1 | |
| 12 | Retailing Issues | 1 | |
| 13 | Application of RFID | 2 | |
| 14 | Managing Risks | 2 | |
| 15 | Supply Chain in a Dynamic Environment | 2 | |
| 16 | Best Practices in Supply Chains | 3 | |
| 17 | Interim Project Presentations | 3 | |
| Module Name | Advanced Materials (AM) - VLM 603 |
| Contact Hrs at IITK | 30 |
| Module Coordinator | Anish Upadhyaya, 259 7672 (office), 259 8559 (home), Email: anishu@iitk.ac.in |
Advanced Materials
The module would cover consideration in the design of new materials, materials classification, bonding and structure of materials including structure of polymers, microstructures and macrostructures. The participants would also be exposed to phase transformation and heat-treatment of materials, physical properties (electrical, magnetic, superconductivity etc.); and mechanical properties of materials. The module also covers concepts of engineering materials (ferrous alloys, copper alloys, nano-materials etc), materials forming processes (solidification, polymer forming, deformation forming process, materials joining, surface modification etc), and materials characterization. Relevant case studies would be discussed throughout the module.
| Topic | Detailed Content | Hours | |
| Lecture | Practice | ||
| Introduction of Advanced Materials | Historical Perspective
|
1 | |
| Advanced Materials: Business Opportunities and Challenges | 1 | ||
| Structure of Materials | Bonding and Structure of Materials
|
1 | |
| Physical Properties of Materials |
|
2 | |
| Engineering Materials |
|
1 | |
| Cearmics and Polymer Matrix Composites Fabrication Lab Module-I |
2 | ||
| Manufacturing Processes-I |
|
2 | |
| Manufacturing Processes-II |
|
2 | |
| Phase Transformation and Heat-Treatment of Materials |
|
2 | |
| Mechanical Properties of Materials |
|
2 | |
| Introduction to Manufacturing Processes Lab Module-II | 2+2 | ||
| Nature & Properties of Materials Lab Module-III |
2+2 | ||
| Materials Characterization |
|
2 | |
| Advanced Materials Characterization Tools Lab Module-IV |
4 | ||
| Electronic Materials |
|
2 | |
| Materials Design: Select Case Studies |
|
2 | |
| Module Name | Automation & Robotics in Manufacturing (AR) – VLM604 |
| Contact Hrs at IITK | 40 |
| Module Coordinator | Amitabha Ghosh, amitabha@iitk.ac.in, 09433043427 (O), 033 26682424; 26680521/441(extn) |
Automation & Robotics
The module covers introduction to automation and its effects on manufacturing, hard and soft automation, current trends in type of automation, fundamentals of numerical control machines and systems. The participants would be exposed to issues related to automation in transfer and manipulation, basic concepts of robot manipulators, classification of robots along with their application in manufacturing, elementary manipulator kinematics, and serial and parallel manipulators. The course would also cover concepts of flexible manufacturing systems, robot sensors, robot vision, mobile robots and AGVs, and sensor based advanced robots in manufacturing. Finally, the module covers economics of manufacturing automation, micro-system technology and micro-manufacturing, MEMS, rapid prototyping technologies, self assembly and nanotechnology.
| Topic | Detailed Content | Hours | ||
| Lecture | Practice | |||
| 1 | Introduction to automation | Needs and the effects of automation in Manufacturing; Types of automation – ‘hard’ and ‘flexible’; Their respective characteristics; Choice of automation type; Current scenario and future possibilities in automation. Some case studies. | 3 | 2 |
| 2 | Basic concepts of hard automation | Features of hard automation in manufacturing; Automation in job manipulation and transfer lines; Automatic manufacturing machines. | 3 | 2 |
| 3 | Fundamentals of Controls and Micro-Processors | Control and its role in flexible automation; Microprocessor and its application in automation. | 2 | 3 |
| 4 | Advanced sensors and measurement | Advanced sensors and measurement | 2 | 1 |
| 5 | Robots and manipulators in manufacturing | Basic concepts; Classification and comparative evaluation of robot manipulators; Manipulator kinematics and programming; Robot drives and control; Application of robots in – manufacturing and Flexible Manufacturing Systems (FMS); AGV technology in automated manufacturing industries. | 4 | 2 |
| 6 | Intelligent sensor based advanced robots | Robot sensors-proximity, sonar, tactile and robot vision; Manufacturing applications of sensor based advanced robots and robotic assembly. | 2 | 2 |
| 7 | Selection of robots for manufacturing | Economics of manufacturing automation; System integration with advanced and mobile robots; Artificial Intelligence and its relevance to manufacturing. | 3 | |
| 8 | Process automation | PLC controllers and application | 3 | 2 |
| 9 | Shaping and fabrication technologies at micro and nano scales; | MEMS fabrication technologies | 3 | |
| 10 | Micro and nano level generative shaping processes and the concept of | ‘Self Assembly’; Self assembly – the ultimate automation and its role in ‘nanotechnology’; ‘Nanotechnology’, ‘Molecular Engineering’ and ‘Futuristic Manufacturing’. Concluding discussions. | 3 | 2 |
| Module Name | Computer Integrated Manufacturing Systems (CIMS) – VLM605 |
| Contact Hrs at IITK | 30 |
| Module Coordinator | Kripa Shanker Phone: 259 7242/0771 (office) 259 8755 (home) Email: ks@iitk.ac.in |
Computer Integrated Manufacturing
The focus of this module would be on role of computers in integrated manufacturing systems. The participants would be exposed to acquisition of design data, computer aided design, computer aided manufacturing, and computer aided process planning. The module also covers issues related to group technology, classification and coding, cellular manufacturing, group layout and group scheduling.
| Topic | Detailed Content | Hours | ||
| Lecture | Practice | |||
| 1 | Integration in Manufacturing | Why Integration? Impact of Integration and System Concept | 1 | |
| 2 | Role of Computers in Integrated Manufacturing | Information Technology and its Impact on Manufacturing | 1 | |
| 3 | Acquisition of Design Data and Information Flow (CIM) | Geometric Modelling CAD/CAE/ CAM Software’s and Data Formats, Importance of Neutral Formats, (STL/IGES/STEP) Usage of Neutral Formats in Various Manufacturing Aspects |
4 | 3 |
| 4 | Part Programming | Introduction to NC Programming Part Programming (Various Cycles and Examples) |
||
| 5 | Computer Aided Process Planning | Steps in developing Process Plan Process Planning Approaches Importance of Feature Recognition in Process Planning Case studies (Machining, Forming, Layered Manufacturing) |
4 | 2 |
| 6 | Storage and Retrieval Systems | Automated assembly AGV’s AS/RS |
3 | |
| 7 | Automated Inspection and Quality | Co-ordinate Measuring Machine Other Measuring Instruments Quality Aspects |
2 | 3 |
Course Contents
Problem formulation techniques would focus on issues in multiple objective decision making, data envelopment analysis (DEA), analytical hierarchy process (AHP), SWOT analysis, and systems analysis. Techniques like Linear Programming (LP), Network Flows, Integer Programming (IP), Non-Linear Programming (NLP) and related topics will also be discussed. Additionally, concepts of various data mining concepts like classification trees, discriminant analysis, clustering, etc. would be covered. Additional topic of Design of Experiment (DoE) will also be covered in this course.
Text Books
1. Operations Research: An Introduction, by Hamdy A. Taha, Prentice Hall of India, ISBN (10) :8120330439.
2. Optimization in Operations Research, by Ronald L. Rardin, Pearson Education Asia, ISBN (10): 8178086719.
Reference Books
Operations Research and Management Science Handbook, by A. Ravi Ravindran (Edited), CRC Press (Taylor and Francis Group).
Course Objective
The process of decision making is complex and managers cannot rely entirely on observation and experience to make a decision. A manager needs to know how to summarize, analyze and interpret data to facilitate his or her decision making. Statistical analysis is a fundamental method of quantitative reasoning that is extensively used for decision making. This course will give an exposure to statistical techniques that will enable you, as a manage to use statistics creatively and productively in decision making situations. This course is oriented towards application rather than theoretical aspects.
The objective of the course are
1. to enable you to get a good intuitive grasp of statistical concepts and techniques
2. to know which statistical tools to use in any particular real life situation
3. to use the appropriate tools to help you in your decision making in your work situation.
References
1. Richard I. Levin and David s. Rubin; Statistics for Management; Prentice Hall of India
2. Lawrence L. Lapin.; Statistics for Modern Business Decisions; Harcourt Brace., Jovanovich, Orlando.
3. James T. McClave and P. George Benson; Statistics for Business and Economics;, Dellen, Singapore.
CONTENT
Descriptive Statistics
Different types of data: Data summarization methods; Tables, Graphs, Charts, Histograms, Frequency distributions, relative Frequency distributions, Relative frequency
Quantitative measures of Data : Measures of central tendency and dispersion.
Probability concepts
Fundamental concepts; Conditional probability
Bayes’ theorem – revision of probability
Probability Distributions
Notion of random variable and probability distribution; expected value and variance of a random variable.
Discrete distributions : uniform, bionomial and poisson distributions.
Continuous distributions: uniform, normal and exponential distributions
Sampling
Sampling theory; simple random sampling; sampling distributions
Stratified random sampling
Estimation
Estimation problems, point and interval estimates
Hypothesis testing
Null and alternate hypothesis; types of errors; level of significance; power of a test
Test concerning mean and proportion, sample size
Tests for difference between means and proportions
Tests between variances
Goodness of fit tests (Chi-square and Kolmogorov – Smirnov tests0
Chi-square test for independence
Analysis of Variance
ANOVA
Non-Parametric tests
Sign test, Rank sum test, Runs test
Correlation and Regression
Simple regression and correlation
Multiple regression
Sequential decision making
Payoff matrices criteria for decision making
Decision trees, EVPI, EVSI
The course would aim at
1. Appreciation of various aspects of effective oral and written communication
2. Understanding and application of communication theory to organizational situation
3. Sharpening of presentation and negotiation skills
4. Development of professional written business communication competence
5. Making use of group discussion abilities and making impact in interviews
References
Arrendondo, Iani; 36 hour course : business presentations; McGraw Hill Hiltrop, Jean M. and Udall Sheila; The essence of negotiations; Prentice Hall Kaul Asha; Business Communication; prentice hall
Content
Semantics of communication
- Principles of communication
- Model of communication
- Forms of communication
- Barriers of communication
Process of communication
- Characteristics
- Listening
- Feedback positive / negative
Body language
Presentation skills
- Building content; Delivery
- Platform behaviour and projection
- Audio visual aids
Letters / memos / proposals
- Types
- Structures
- Contents
Cvs/ resumes
Interviewing skills/group discussions
Report writing
- Types of reports
- Abstracts; Summary
- Errors of grammar and usage
Negotiation skills.
This course seeks to discuss key concepts and issues in the design, operation and management of supply chains. The course will have lecture sessions, tutorials and cases in Supply chain management related issues.
Introduction to supply chain management
Sourcing strategy and vendor development
Supply chain design issues
Inventory management in supply chains
Distribution and logistics management
Global supply chain management
Role of IT in supply chain management
Performance evaluation
References
Raghuram G and N. Rangaraj, Logistics and Supply chain Management., Macmillan, New Delhi, 2000.
Krajewski, Lee J., and Larry P. Ritzman, Operations Management – Strategy and Analysis., Addison Wesley, New Delhi, 1999.
Chase, Richard B., Nicholas J. Aquilano and Robert F. Jacobs., Production and Operations Management – Manufacturing and Services., Tata McGraw-Hill, New Delhi, 1999.
Contents
1. Evolution of Quality as a Strategy – Defining Quality – Philosophies of Quality Gurus and Experts.
2. Measures of Quality Product and Quality Process: The traditional model of Cost-of-Quality and the emerging Cost-of -Quality model.
3. The Process of Continuous Improvement
a. Basic Tools: Analysis of data using simple statistical techniques, graphical tools and diagrams.
b. Statistical Process Control: Control charts for attributes and variables, and the use of probability distributions.
c. Advanced Tools: Enhancing the seven-step method, Process Capability and Six-Sigma Quality, Taguchi’s Loss Function and the Design of Experiments, and Case Study.
4. Quality Function Deployment (QFD) QFD and the House of Quality, Research Methodology and issues, and Case Study.
5. Benchmarking - Competitive, Process and Strategic Benchmarking.
6. An Introduction to TQM in Service Quality - Defining Service Quality, Service Paradox, and Customer Perception of Service Quality.
7. Empirical Studies - Empirical Studies and Models of TQM in Manufacturing and Service Industries.
References
Rao, A., L. P. Carr, I. Dambolena, R. J. Kopp, J. Martin, F. Rafii, and P. F. Schlesinger; Total Quality Management: A Cross–Functional Perspective, John Wiley, New York, 1996.
Dale, B.G.; (Editor), Managing Quality, Prentice Hall, New York, 1994.
Bank, J.; The Essence of Total Quality Management, Prentice Hall of India, New Delhi, 1998.
Berk, Joseph and S. Berk; Total Quality Management, First Indian Edition, Excel Books, New Delhi, 1995.
Course Content
The subject of Technology management has been receiving increasing attention from national policy-makers, business managers, and researchers/teachers in Universities and business schools.
1. At the macro-level, the role and contributions of technology in national socio-economic development, and in determining the status of nations have often been highlighted in international for a. Simultaneously; debates have been ranging worldwide on the nature and results of technology-environment interactions. Many governments are now purposefully assessing the impact of technology from the economic, societal, environmental and legal points of view.
2. At the micro-level, the strategic importance of technology in providing and sustaining competitive advantage in the market has been recognized by most firms. It is inevitable that business managers will have to grapple with the dynamics and effects of technological change. Therefore, they have to get acquainted with the hone their skills in Technology Management.
3. In the world of higher education, several universities and business schools offer courses, continuing education, and even full programmes in Technology Management. They have been fulfilling the need of industry for managers who can appreciate, evaluate/assess, and control the use of technology in their businesses. Management education cannot afford to ignore the importance of preparing young mangers to function in a world of business dominated by technology.
SYLLABUS
Technology – An Introduction
- Definitions: Classifications;
- Brief history of development in agriculture, food, construction, energy, manufacturing, transport, communications, health-care, and information - technologies;
- Global/macro-issues;
- Organisational / micro-issues.
Technological Change
- Technology characteristics:
- Functional capabilities and change indicators;
- Theories, Models and Measurement of technological change;
- Technology life-cycles;
- Time scales of technology development;
- Innovation, substitution and diffusion models.
Technology Forecasting (TF)
- Importance;
- Overview and classification of forecasting methodologies;
- Exploratory and Normative TF;
- Technology generations and inter-generational inercations.
Technology assessment (TA) and impact Analysis
- Assessment objectives and types;
- Components and conduct of technology assessment;
- Macro and micro-level economic, social and environmental impacts;
- Techniques of impact analysis;
- Impact evaluation.
Trade in Technology
- Technology evaluation and pricing;
- Technology transfer – by diffusion and through contracts;
- Technology Marketing;
- Institutional arrangements and legal issues;
- Patents, Transfer Rights, and Controls.
Strategic Management of Technology
- Technology strategy – macro and micro levels;
- Technology Planning, choice and adaptation;
- Technology considerations in business strategy – Manufacturing and Information Technologies;
- Use of TF;
- Technology alliances,
Reference
1. Forbers, Naushad and David Wield; From Followers to Leaders – Managing technology and innovation; Routledge, London, 2002.
2. Harrison, Norma and Danny Samson; Technology Management; McGraw Hill, New York, 2002.
3. Ford, David and Michel Sare; Managing and Marketing Technology; Thomson Learning, Singapore, 2001.
4. Khalil, Tarek M,; Management of Technology – The Key to competitiveness and Wealth creation; - McGraw Hill, Singapore, 2000.
5. Burgelman, Robert A., et al; Strategic management of Technology and Innovation; Second Edition, Irwin, Change, 1996.
6. Gaynor, Gerard H,; Hand book of Technology Management; McGraw Hill, New York, 1996.
7. Betz, Frederick; Strategic Technology Management; McGraw Hill, Singapore, 1994.
8. Steele, Lowell W.; Managing Technology – The Strategic view; McGraw Hill, New York, 1989.
9. Porter, Allan L., et al.; A Guidebook for Technology Assessment and Environmental Impact Analysis; Elsevier, New York, 1980.
10. Hawthrone, Edward P.; The Management of Technology; McGraw Hill, Maidenhead, 1978.
Objectives
To introduce students to recent methods adopted in manufacturing management. Topics such as cellular and Flexible Manufacturing will be covered. Issues in modeling, analysis and management of these manufacturing systems will be covered.
Course Contents
Introduction to Group technology and Cellular manufacturing – Classification and Coding. Cell Design – Production Flow Analysis, Quantitative Algorithms for cellular manufacturing systems. Product Ownership based design. Operator Allocation and planning issues, Group Layout and Group Scheduling. Flexible manufacturing systems, models for planning and scheduling.
References
1. Mahadeven B, The New Manufacturing Architecture, Tata McGraw Hill Publishing Company, New Delhi 1999.
2. SA Irani (Editor), Handbook of Cellular Manufacturing, Wiley International, 1998.
3. JT Black, The Design of the factory with a future, McGraw Hill, New York, 1999.
4. Askin RG and Strandridge CR, Modeling and Analysis of manufacturing Systems, John Wiley and Sons, New York, 1993.
5. Askin RG and Goldberg JB, Design and Analysis of Lean production Systems, John Wiley and Sons, New York, 2002.
Objectives
The course introduces the students to various issues in manufacturing strategy. Newer manufacturing techniques and methodologies along with their business implications are covered in this course.
Course contents
Introduction to Advanced Technologies in Manufacturing – CAD/CAM, FMS, CNC, Robotics, Computer aided quality control, PLM, Knowledge Based Systems etc. – Essential features, application, advantages and infrastructure requirements.
Miller Roth taxonomy for manufacturing strategies – Marketeers, Caretakers, Innovators and designers – Individual manufacturing strategies and competitive capabilities.
Advanced Technologies and MR Taxonomy – Strategy evolution for manufacturing.
Discussions on manufacturing strategies of various developing and developed countries including China, North American countries, European nations, Japan and Australia.
Manufacturing strategy for India – A discussion.
Case Studies in Manufacturing Strategies for Individual Companies.
Text Books
1. Grooveer, MP, Automation, Production Systems and Computer-integrated Manufacturing Seconded, Prentice Hall, Englewood Cliffs, NJ, USA, 2001.
2. Hill T, Manufacturing Strategy: Text and Cases, Macmillan, Houndmills, 1995.
Course contents
History of Human performance; Human Factors and Systems; Introduction to basic mechanics and free body diagrams – Muscle and join loads, and joint kinematics.
Human Limits and Differences; Sensors, Body and performance; Environmental conditions and their influence on human performance.
Occupational biomechanical models and workplace analysis techniques – Designing for People; Workplace design based on anthropometry, biomechanics, Human operator control, Human computer interface.
Human factors in automobile, aircraft and medical systems design and representative case studies.
References
1. Chaffin, et al, “Occupational Biomechanics”, 3rd Ed., Wiley, N.Y. 1999.
2. Mark S. Sanders and Ernest J. McCormick, “Human Factors in Engineering and Design”, McGraw Hill, 1992.
3. Robert W. Bailey, “Human Performance Engineering”, A Guide for System Designers”, Prentice-Hall, 1982.
4. Phillips, C.A., “Human Factors Engineering”, John Wiley & Sons, 2000.
5. Bahr, N, “System Safety Engineering and Risk Assessment” – A practical approach, Washington DC, Taylor and Francis, 1997.
6. Other reference and handouts provided in the class by the instructor.
Course Objective
This course aims to enable students to enhance their interpersonal skills so that they can establish and strengthen productive relationships with others at workplace. The specific objectives of the course are:
1. Understanding the conceptual foundations of interpersonal relationships
2. Developing insights into areas and processes that impact interpersonal behaviors and organizationally relevant outcomes
3. Practicing and sharpening skills to work well as members and leaders of work teams.
To appreciate and understand the behaviour of individuals and groups of individuals in organizations, with a view to enhancing both productivity and satisfaction of employees.
Topics to be Covered
1. Communication
2. Basics of group behavior
3. Conflict and negotiation
4. Power and politics
5. Applications of motivation
6. Perception
7. Values and attitudes
8. Motivation
9. Groups and teams
10. Leadership
11. Organizational Culture
12. Leadership and stress management
Course Material
Stephen Robbins Organizational Behaviour (latest edition) selected chapters
Course Objective
Green manufacturers would play a vital role in economic development worldwide in the years to come. Though the recent global recession has forced some technology companies to resort to lay-offs it is observed that the clean technology industries have been building new production and manufacturing facilities at a rapid space. With the rapid hike in petroleum prices, increased concern for the environment and global warming, sectors like solar power, wind power, electric or fuel cell vehicles and bio-fuels are considered to be the next generation growth areas in manufacturing industries.
To make green jobs a reality, implementation of a strategy to train manufacturing workers on the principle of energy and resource conservancy is imperative so that the manufacturing sector avoids waste of resources and ensures a healthy environment.
Topics to be Covered
Module Topics
I. Introduction to Green Manufacturing and Sustainability
II. International and National Regulation on Environmental Sustainability and its Sectoral Impact; Dealing with Regulatory Interfaces: Case Studies
III. The Economics of Green Manufacturing: Analyzing Impact of Green Manufacturing Techniques on Business Plans
IV. The Three Rs (Reduce, Recycle and Reuse) in Manufacturing Industries: Case Studies
V. Use of EIA (Environmental Impact Assessment) in Manufacturing
VI. Analytical Tools for Sustainability Assessment: Life Cycle Assessment
VI. Assessing Cost Effectiveness of Low-Environmental Impact Manufacturing Process
VII. Design Operation and Control of Sustainable Manufacturing, Tools and Systems
Course Objective
Sensitize participants about importance and effectiveness of visioning and vision led strategizing, roadmap from vision & strategy to execution, special issues in strategy execution
Topics to be Covered
1. New Product Development
2. Operating Strategies
3. After Sales Service Governance
4. Logistics Strategy
5. Distribution
6. Towards The Future
Course Material
Matching the Process of Product Development to Its Context By Robert J. Dolan
Cases: Sealed Air Corporation By- Robert J. Dolan,
Henkel Group: Umbrella Branding and Global Decisions By - Robert J. Dolan
Implementing Operations Strategy By Elwood S. Buffa & Rakesh K. Sarin
Cases: Ford By Mark Bursa
Customer Service … that Sells By – Gopal K Gureja
Cases: Escorts Ltd. By – Gopal K Gureja
Why Supply Chain Management By – David Simchi-Levi, Philip Kaminsky & Edith Simchi-Levi,
Creating Competitive Advantage from Supply Chain Performance Management By – S Jaya Krishna
Cases: Dell Inc. By – S Jaya Krishna
Flextronics International Ltd. By – S Jaya Krishna
New Approach to Distribution By Charles Davis
Cases: The Internationalization of Logistics in the UK By Colin G Bamford
Food World – Pioneering Organized Food Retailing in India By Raghu Pillai, CEO, RPG - Retail
Japanese Manufacturing Systems; The JIT Course – Effect Chain
Cases: Barilla SPA (A) By Janice H. Hammond
Kawasaki USA By Vincent A. Mabert
Course Objective
To present concepts and practices on Business Ethics pertaining to the Manufacturing industry through theoretical frameworks and case studies for sensitization of participants on multiple layers of ethical issues for evolution of a roadmap for ethically enlightened business organizations in the future.
Topics to be Covered
1. Holistic Effectiveness and human Values
2. Art and science of Value-based Action
3. Value driven Leadership 1 & 2
4. Stress Management and Human Values
5. Ethics in Business
6. Manifestations of un-ethicality
7. Institutionalization of Ethics
8. Corporate Social Responsibility
9. Environmental Ethics
10. Managing Cultural Diversity in a Global Context
11. Towards Enlightened Governance
12. Project (2 sessions)
Course Material
To be provided later as handout with articles and cases
Course Objective
This course is a reflection of 2 major trends -
(a) National economic growth is enhanced significantly by entrepreneurial activity.
(b) A large group of management graduates have also become entrepreneurs or self-employed
This course provides a strategic perspective in the area of New Ventures. It explores-
(i) Process of starting a venture, critical issues faced during the start-up
(ii) Problems that are confronted as the business grows
The course is aimed at providing insight to potential entrepreneurs, managers of new projects, investors, advisors and policy makers.
Topics to be Covered
1. New Ventures – Basic Concept
2. An Entrepreneurial Manager
3. Getting Started
4. Business Plan
5. Managing Uncertainty & Growth
6. Corporate Entrepreneurship
7. Realizing Value
Course Material
Entrepreneurship Theory, Process, Practise By, D. F. Kuratko, R M Hodgetts Publisher: Cengage Learning