1.This article shows how operations management helped Maruti udyog.

Following are the factors

which led its success:Good operational efficiency & Capacity Utilization- Maruti turned around from a loss of
Rs.2690 million in 2001 to a net profit of Rs.1045 million, in 2002. This turnaround had been
facilitated by sharp improvements in quality and productivity, both in-house and at the vendors
end.
Maruti could produce 359,960 vehicles, operating at its Capacity utilization of 103%, against the
industry average of 57.8%.
Order winner- Maruti established chain of a model workshops called Maruti Service Masters
across the country, for customers interaction with the company it introduced a toll free telephone
Number. And also, Maruti strengthened its interactive web site, www.marutiudyog.com, to
Provide information and practical help to customers.
Blanking and Forming- The steel coils were cut to the required size and panels were prepared
by pressing them between various die sets such as doors, roofs and bonnet. Anti-rust coating was
applied at this stage.
Reduction in cost and increased productivity- Maruti attempted to reduce the cost of
developing new models through in-house development and localized sourcing of dies, welding
jigs, and other equipment, and by introducing flexible welding lines that could be used for
multiple models. Maruti pursued a strategy of low cost automation to improve productivity and
reduce operator fatigue without heavy capital expenditure. Maruti continued to look for ways to
cut energy consumption.
Quality-In terms of quality improvement Maruti took various steps to get ahead, that too being
right the first time and they introduced metrics tracking surveys, direct customer contact,
establishing quality gates, real time feedback system. Hence,number of defects came down and a
benchmark was set. Implementation of various movement like TPM also ensured quality.
Environmental sustainability (CSR)- Maruti followed the principle of 3R which is Reduce,
Reuse and Recycle for conserving energy. Maruti continued to look for ways to cut energy
consumption for environment protection.

Vendor management With respect to vendor management, Maruti had agreements with
vendors such that they could sell components that were made in accordance with designs,
drawings and specifications provided by Maruti, exclusively to Maruti. Maruti also helped
vendors to reduce their cost of capital by taking advantage of its superior credit rating and
borrowing on their behalf. Web initiatives helped Maruti to bring down procurement time and
costs.
2.
This article was for determining the Classics of Production and Operation Management. Standard
procedure for research were followed.
Research consisted of two phases:
1. First phase(Exploratory Phase)

2.Second phase (result of Explanatory Phase)

Work was tested on 8 criterias were asked to judge their work from not important to important on a
four-point scale The first being the exploratory phase of the project consisted of a survey of
members of the Production and Operations Management Society (POMS) who taught POM where in
data is collected about scholars and classic works.
The criteria consisted of:
1. Vitality
2. Historic significance
3. Seminal importance
4. Frequency of quotation
5. Degree of interest to management generalist
6. Readability and recognition by serious students in the field
7. Time since publication

The second phase of the survey included the identification of the important contributors to the POM
literature. Skinner W. and Taylor F. appeared as the most frequent, their work was also most cited

and gained became trusted authors. Vitality was considered the most important and the frequency of
quotations got the least score.
In second phase qualitative methods were used. And test are mainly conducted for analysis of
variance (ANOVA).also various scientific and statistical methods were also used to evaluate the
outcomes of these stages.
This research helped us to know some of the prominent classics authors and their works. Some of
the major were Deming and Juran. Also the survey told that the quality, some were related to
productivity and the rest to different fields. The author admits that the errors of omission and
inclusion will exist all the time when such research hypothesis are studied.