Operations management is ubiquitous. Its principles are as important in making a cup of tea as they are in launching a space shuttle. Operations management is not a popular course among management graduates because they perceive it as a quantitative or a technology course. They believe it will restrict their career choices. However, more than at any other time in industrial history, a company's success today depends on the superiority of its products/services. Customers are no longer dependent on a company's advertisements and salespeople to learn about its offerings. Therefore, a company's survival and prosperity are dependent on its ability to design and produce superior products/services. Rapidly changing customer needs and technologies are making product life cycles shorter than ever, forcing companies to make their innovation processes more efficient. And it is not that a company can splurge to make its customers happy customers want lots of benefits and features but are reluctant to pay for them. Hence, the focus is on resource utilization: Equipment must be used 24 × 7, and employees must be put in jobs where they add maximum value. The purpose of writing this book is to demystify operations management. It is neither a quantitative course nor a technology course, but it is a course that all management graduates must study. This book will enable them to ask right questions when they become decision makers in their companies. And most importantly, it will help the students understand what their companies can achieve for the customers.