Operation Management
CASE STUDY
The Indian Electric company manufactures two popular brand of ceiling fans, Cool home and A1 Bahar. Each fan is processed through two main departments: machine shop, assembly and testing shop which have respectively 1200 machine hours and 1600 man hours of available capacity per day. Each cool home fan requires 3 hours of capacity of machine shop and one hour capacity of assembly and testing shop. Similarly each A1 bahar fan requires 2 hours of machine shop and assembly shor capacity. The market for the two models has been surveyed recently which suggests that a maximum of 250 nos of Cool Home and 200 nos of Al Bahar can be sold per day.
Answer the following question.
Q1. If the profit of fans is rs. 60 on a Cool home and rs. 80 on A1 Bahar, what quantity of each fan be produced to maximise profit using simplex method
Q2. How and where the simplex method is used
CASE STUDY
A company is planning to manufacture tennis rackets and has to decide location of the plant. The locations being considered are: Mysore, Bangalore and Hosour. The fixed costs located at these three locations are estimated to be rs. 30 lacs, rs. 50 lacs and rs. 25 lacs per annum respectively. The variable costs are 300, rs. 200 and rs. 350 per unit respectively. The expected sales price of a tennis racket is rs. 700 per unit.
Answer the following question.
Q1. What are the benefits that accrue due to a good plant layout?
Q2. Mention the guiding principles in designing a layout of production facilities .
CASE STUDY
For a given item there is constant demand rate of 6000 units per annum. The price of the unit is rs. 60 per unit., the ordering cost is rs. 150 per order and the inventory carrying cost is 20%
Answer the following question.
Q1. What is the optimal order quantity?
Q2. The manufacturer of item offers a 1% discount if 1200 units are ordered. Should the discount be taken?
CASE STUDY
Winning firms nurture human capital, cherish customers and build mutually beneficial relationships with suppliers. They have the abiliy to do better and better by making the right moves at right time. Companies such as Walmart, southwest airlines, FedEx, Glaxo, intel have proved this beyond doubt again and again by delivering outstanding value to customers at a reasonable price. Sony and APPle have endlessly identified new and surprising fields to enter—from the Walkman and Playstation to the iPod(iPad also) and the iMac. Jeff Bezos at Amazon saw in 1994 that the internet could become a powerful platform vehicle for ecommerce and that selling books online would work particularly well. Further down the line, Amazon concentrated consistently on changes that would make it easier to buy books, from reviews and suggestions on other purchases to Iclick ordering. Almost every change was introduced keepingthe unique requirements of the customers in mind. Dell hs shown PC buyers that they do naot have to sacrifice quality or state of the art technology to buy personal computerseasily and inexpensively. In the mid1980s, while Compaq focused attention on making its PCs cheaper and faster than IBMs college student Michael Dell saw a chance to outdo both companies by concentrating not on the product but on the delivery system.he realized that he could outsell others by eleiminating middlemen.
Answer the following question.
Q1. Give an overview of the case..
Q2. What are the benefits of eliminating middlemen?
Operation Management
Q1. Describe the steps involved in considering a time study and discuss any difficulties you might envision at various steps?
Q2. What is ISO-9000 Series Standards? List key quality awards.
Q3. Contrast the world class view with the traditional view in quality control.
Q4. How does productivity measurement differ between manufacturing and service operations?
Q5. What is continuous improvement (CI)? What are the major tools for this philosophy?
Q6. What are the major components of a production system? Give two examples.
Q7. Describe briefly the “Delphi Method”.
Q8. Describe briefly the steps to develop a forecasting system.
Operations Management
Q1. Describe the steps involved in considering a time study and discuss any difficulties you might envision at various steps?
Q2. What is ISO-9000 Series Standards? List key quality awards.
Q3. Contrast the world class view with the traditional view in quality control.
Q4. How does productivity measurement differ between manufacturing and service operations?
Q5. What is continuous improvement (CI)? What are the major tools for this philosophy?
Q6. What are the major components of a production system? Give two examples.
Q7. Describe briefly the “Delphi Method”.
Q8. Describe briefly the steps to develop a forecasting system.
Operation Management
Q1. Describe the steps involved in considering a time study and discuss any difficulties you might envision at various steps?
Q2. What is ISO-9000 Series Standards? List key quality awards.
Q3. Contrast the world class view with the traditional view in quality control.
Q4. How does productivity measurement differ between manufacturing and service operations?
Q5. What is continuous improvement (CI)? What are the major tools for this philosophy?
Q6. What are the major components of a production system? Give two examples.
Q7. Describe briefly the “Delphi Method”.
Q8. Describe briefly the steps to develop a forecasting system.
Operations Management
Q1. Explain the process of collaborative planning? How is available to promise involved?
Q2. Identify and briefly describe the major elements of project management?
Q3. Explain the basic steps involved in process innovation?
Q4. Define the four basic waiting line structures and give an example of each?
Q5. Describe total quality management (TQM).
Q6. List the types of quality costs.
Q7. List four basic operations strategies.
Q8. What are the major decision areas in P/OM?
Operation Management
Q1. How are the location decisions for service operations and manufacturing operations similar, and how are they different?
Q2. What is ISO-9000 Series Standards? List key quality awards.
Q3. Contrast the world class view with the traditional view in quality control.
Q4. How does productivity measurement differ between manufacturing and service operations?
Q5. What is continuous improvement (CI)? What are the major tools for this philosophy?
Q6. What are the major components of a production system? Give two examples.
Q7. Describe briefly the “Delphi Method”.
Q8. Describe briefly the steps to develop a forecasting system.
OPERATION MANAGEMENT
- How would operations strategy for a service industry be different if any from that for a manufacturing industry? (It’s an example & explains)
- Consider the following two mutually exclusive projects. The net cash flows are given below:
| YEAR | NET CASH FLOWS FROM | NET CASH FLOWS |
| PROJECT A | FROM PROJECT B | |
| 0 | – Rs. 1,00,000 | – Rs. 1,00,000/- |
| 1 | + Rs. 30,000 | + Rs. 15,000/- |
| 2 | + Rs. 35,000 | + Rs. 17,500/- |
| 3 | + Rs. 40,000 | + Rs. 20,000/- |
| 4 | + Rs. 45,000 | + Rs. 22,500/- |
| 5 | + Rs. 25,000/- | |
| 6 | + Rs. 27,500/- | |
| 7 | + Rs. 30,000/- | |
| 8 | + Rs. 32,500/- |
If the desired rate of return is 10% which project should be chosen?
3. What are the levels of aggregation in forecasting for a manufacturing organization? How should this hierarchy of forecasts be linked and used?
4. How would forecasting be useful for operations in a BPO (Business processes outsourcing) unit? What factors may be important for this industry? Discuss.
5. A good work study should be followed by good supervision for getting good results. Explain with an example.
6. What is job evaluation? Can it be alternatively used as job ranking? How does one ensure that job evaluation evaluates the job and not the man? Explain with examples?
7. What is the impact of technology on jobs? What are the similarities between job enlargement & job rotation? Discuss the importance of training in the content of job redesign? Explain with examples?
8. What is internet connectivity? How is it important in to days business would with respect to materials requirement planning & purchasing? Explain with examples?
9. Would a project management organization be different from an organization for regular manufacturing in what ways? Examples.
10. How project evaluation different from project appraisal? Explain with examples.
Operations Management
Q1. Ilhan’s, a local bakery, is worried about increased costs – particularly energy. Last year’s records can provide a fairly good estimate of the parameters for this year. Ilhan Balci, the owner, does not believe things have changed much, but he did invest an additional 3000 MU for modifications to the bakery’s ovens to make them more energy efficient. The modifications were supposed to make the ovens at least 15 % more efficient. I. Balci has asked you, as a brilliant graduate of EMU, to check the energy savings of the new ovens and also look over other measures of the bakery’s productivity to see if the modifications were beneficial. You have the following data to work with:
Q2. Serra’s Ceramics spent 3 000 MU on a new kiln last year, in the belief that it would cut energy usage 25 % over the old kiln. This kiln is an oven that turns “greenware” into finished pottery. Serra is concerned that the new kiln requires extra labour hours for its operation. Serra wants to check the energy saving of the new oven, and also to look over other measures of their productivity to see if the change really was beneficial.
Serra has the following data to work with:
Were the modifications BENEFICIAL?
| Last Year | No w | |
| Production (dozen) | 1500 | 1500 |
| Labour (hours) | 350 | 325 |
| Capital Investment(MU) | 15000 | 18000 |
| Energy (kw-hrs) | 3000 | 2750 |
Q3. Suzan has a part-time “cottage-industry” producing seasonal plywood yard ornaments for resale at local craft fairs and bazaars. She currently works a total of 4 hours per day to produce 10 ornaments.
- What is her productivity?
- She thinks that by redesigning the ornaments and switching from use of a wood glue to a hot-glue gun she can increase her production to 20 ornaments per day. What is her new productivity?
- What is her percentage increase (or decrease) in productivity?
Q4. A company has asked YOU to evaluate the firm’s productivity by comparing this year’s performance with last year’s. The following data are available:
| Last Year | This Year | |
| OUTPUT | 10500 | 12100 |
| units | units | |
| Labour | 12000 | 13200 |
| Hours | ||
| Utilities | 7600 MU | 8250 MU |
| Capital | 8300 MU | 88000 MU |
Has the company improved its PRODUCTIVITY during the past year?
Q5. Ilhan DALCI makes billiard balls in his Beyarmudu plant. With a recent increase in taxes, his costs have gone up and he has a newfound interest in efficiency. Mr.Dalci is interested in determining the productivity of his organisation. He would like to know if his organisation is maintaining the manufacturing average of 3% increase in productivity. He has the following data representing a month from last year and an equivalent month this year.
| Last year | Now | |
| Units produced | 1 000 | 1 000 |
| Labour (hours) | 300 | 275 |
| Resin (kg.s) | 50 | 45 |
| Capital invested | 10000 | 11000 |
| (MU) | ||
| Energy (BTU) | 3000 | 2850 |
Show the productivity change for each category and then determine the IMPROVEMENT for labour- hrs, the typical standard for comparison.
Q6. Haldun LOP, the production manager of LOP Chemicals, in Gazimagusa, TRNC, is preparing his quarterly report which is to include a productivity analysis for his department. One of the inputs is production data prepared by Meltem SERIN, his operation analyst. The report, which she gave him this morning, showed the following:
| Year | 2005 | 2006 |
| Production (units ) | 4500 | 6000 |
| Raw Material Used | 700 | 900 |
| Labour Hours | 22000 | 28000 |
| Capital Cost applied (MU) | 375000 | 620000 |
Haldun LOP wondered if his productivity had increased at all. He called Meltem into his office and conveyed the above information to her and asked her to proceed with preparing this part of the report. (Include your interpretations for each productivity figure)
Q7. Ahmet Uslu makes wooden boxes in which to ship motorcycles. Ahmet and his three employees invest 40 hours per day making the 120 boxes.
- What is their productivity?
- Ahmet and his employees have discussed redesigning the process to improve efficiency. If they can increase the rate to 125 per day, what would be their new productivity?
- What would be their increase in productivity?
Q8. The manager of a local firm says “the forecasting techniques are more trouble than they are worth. I don`t forecast at all, and I`m doing 25% more business than last year”. Comment
Operations Management
Q1. What factors distinguish between production and service operations?
Q2. State functions of the EXIM bank of India.
Q3. What is ISO-9000 Series Standards? List key quality awards.
Q4. Contrast the world class view with the traditional view in quality control.
Q5. How does productivity measurement differ between manufacturing and service operations?
Q6. What is continuous improvement (CI)? What are the major tools for this philosophy?
Q7. What are the major components of a production system? Give two examples.
Q8. Describe briefly the “Delphi Method”.
Operations Management
Q1. What is the logic of Taguchi methods?
Q2. Describe briefly the “Delphi Method”.
Q3. Describe total quality management (TQM)
Q4. Contrast the world class view with the traditional view in quality control.
Q5. Explain the difference between total and partial productivity.
Q6. What are the major decision areas in P/OM?
Q7. What is production/operations?’
Q8. List the types of quality costs.
Operation Management
Q1. Describe the steps involved in considering a time study and discuss any difficulties you might envision at various steps?
Q2. How are the location decisions for service operations and manufacturing operations similar, and how are they different?
Q3. What is ISO-9000 Series Standards? List key quality awards.
Q4. How does productivity measurement differ between manufacturing and service operations?
Q5. What is continuous improvement (CI)? What are the major tools for this philosophy?
Q6. What are the major components of a production system? Give two examples.
Q7. Describe briefly the “Delphi Method”.
Q8. Describe briefly the steps to develop a forecasting system.
OPERATIONS MANAGEMENT
CASE-1
Bloomsday Outfitters produces T-shirts for road races. They need to acquire some new stamping machines to produce 30,000 good T-shirts per month. Their plant operates 200 hours per month, but the new machines will be used for T-shirts only 60 percent of the time and the output usually includes 5 percent that are “seconds” and unusable. The stamping operation takes 1 minute per T-shirt, and the stamping machines are expected to have 90 percent efficiency considering adjustments, changeover of patterns, and unavoidable downtime. How many stamping machines are required?
CASE-2
In the table given below the Distribution Manager is expected to service these DCs as per the demands placed. If the actual sales after completing week one is as follows, what would be the quantities that would need amendment as far as Distribution Manager is concerned to service for week two and onwards?
After week one the actual sales to Forecasted sales for week one ratio is as under: Mumbai did 80 % of forecast , Lucknow did 75 % of forecast Kolkata did 60 % of week one forecast Chennai did 125 % of forecast and Delhi did 150 % of week one forecast
Note : Kolkata will receive transit stocks in week 2 .
CASE-3
After working for 30 years, Ramjee Somjee Dutt opted for VRS and started a courier company and did very well in the first four years. He was now looking for expansion of his business and decided to venture into Road transportation business between Chennai and Mumbai and Mumbai and Delhi as he felt that he could do well on this line. However before taking a final decision he hires your Management Consultant firm formed by yourself. He has requested you to work out the Price to quote his clients for these two routes considering the costs involved. He expects to earn a minimum profit of Rs 1000 per day per truck after meeting all expenses. Your analysis of market conditions tell you the following:
Vehicle cost Rs 7 lacs Depreciation 15 % Maintenance costs per day Rs 150 Drivers monthly Salary Rs 5000 : Attendants monthly salary Rs 3000 . Misc expenses Rs 200 per day. Driver allowance is Rs 125 per day and attendant gets Rs 75. Diesel cost per liter is Rs 25 and the vehicle gives an average mileage of 4 km to a liter. The Financial institutions offer loans at 10 % interest pa, which Ramjee has been negotiating. It has been observed that on an average the vehicle covers 400 km per day. The distance between Mumbai to Delhi is 1500 km and Mumbai to Chennai is 1350 km. The driver gets rest day in Mumbai only for one day after they return from any trip.
CASE-4
A company is operating in two unrelated businesses. The first one is making common salt, which is sold in one-kilogram consumer packs. The second business is making readymade garments. The owner of the businesses has decided to implement Materials Requirement Planning (MRP) in one of the two businesses, which is likely to give him greater benefit. Assuming that the current turnover and profits of both the units are comparable, compare the relative benefits and limitations of Materials Requirement Planning (MRP) for these two businesses.
CASE-5
A Manufacturer of motorcycles buys spark plugs at Rs.15 each. Now he wishes to manufacture the plugs in his own factory. The estimated cost for the manufacture of spark plugs is around Rs.50,000=00 and the variable cost comes to Rs.5 per spark plug. The Production Manager advises the Manufacturer that the factory should go for manufacturing instead of procuring them from the open market.
List out reasons for the decision of the Production Manager backed up by the necessary data.
Operations Management
Case study
This case deals with General Motors Company, one of the world’s largest car and truck manufacturers. General Motors began its Indian operations in 1928, assembling Chevrolet cars, trucks, and buses. However, in 1954, the corporation ceased its assembly operations. After the liberalization of the Indian economy, if formed a 50:50 joint venture with Hindustan Motors, and produced and sold Opel branded vehicles at its Halol manufacturing facility in Gujarat. In 1999, GM acquired the complete stake in Hindustan Motors and General Motors India Pvt. Ltd. -GMIPL (GMI) became a wholly-owned subsidiary of GM. As of 2011, GMI held the fifth position in the country. On April 17, 2007, it launched its small car, the ‘Chevrolet Spark’, which intensified the price war in the small car segment. Despite a major campaign and the media coverage, Spark failed to ignite GMI’s fortunes, as due to capacity constraints, the Spark was offered initially only in the northern and western parts of the country. By the end of 2007, GM had recorded an annual growth of 68%, though capacity constraints still remained. To overcome the capacity constraints, the company built a facility at Talegaon in Maharashtra which became operational in 2009. As a result, the company not only overcame its capacity constraint but had excess production capacity. However, during 2010-2011, its production facilities in Gujarat were faced with labor unrest, which led to production losses. As the company faced these problems, industry observers feared that GMI may once again face capacity constraints..
Answer the following question.
Q1. Discuss the issues and challenges in capacity planning.
Q2. Describe the determinants of effective capacity.
Case study
With revenues of Rs 16.65 billion for 2001-02, Philips India Ltd (PIL) had established itself as a leading manufacturer of consumer electronics and electrical goods in India. A subsidiary of the Holland-based Philips NV, PIL has dominated the Indian consumer electronics and lighting industry for more than six decades. PIL, with a product portfolio of audio systems, color televisions (CTVs), loudspeakers, printed circuit boards, various kinds of lamps, electronic components and electro-medical apparatus, had acquired considerable popularity and loyalty among Indian customers. PIL was established as Philips Electricals Co. (India) Ltd. in 1930 by Philips NV as a wholly-owned subsidiary. The company’s name was changed to PIL in September 1956 and it was converted into a public limited company in October 1957. After being initially involved only in trading, PIL set up manufacturing facilities in several product lines. PIL commenced lamp manufacturing in 1938 in Kolkata and followed it up by establishing a radio factory in 1948. It set up an electronics components unit at Loni, near Pune, Maharashtra in 1959. It began producing electronic measuring equipment’s at the Kalwa factory in Maharashtra in 1963. The company subsequently ventured into telecommunication equipment manufacturing at a unit in Kolkata. During the 1980s, Foreign Exchange Regulation Act (FERA) regulations forced PIL to bring down the foreign shareholding to 40%. Philips NV directed PIL to change its name to Peico Electronics & Electricals (Peico). However, Peico was allowed to sell its products under the ‘Philips’ brand. In May 1982, Peico acquired the Kolkata-based Electric Light Manufacturing Industries (ELMI) and made it a 100% subsidiary. In 1988-89, Peico recorded its first ever pre- tax loss of Rs 170 million, largely due to poor management and overstaffing. However, cost cutting, organizational restructuring and sale of real estate enabled it to post profits in the next two years. In 1993, its foreign equity stake was raised to 51% and the name was changed back to PIL. PIL benefited in many ways from the revamped SCM practices. Transit time was reduced to 7 days and goods were handled only 5 times. As against a first quarter working capital of Rs 500 million for 2000, the figure was only Rs 200 million in 2001. Significantly, supply chain costs were reduced by 26% in 2001. A majority of these savings were due to the savings in transportation and warehousing. PIL could reduce warehousing costs because of the direct dispatch model, in which there were no grouping centers. Philips India Ltd (PIL) explored the company’s efforts to enhance its operational efficiency by restructuring its supply chain and other measures. The case examines the initiatives taken by Indian consumer electronics major Philips India to maintain profitability and market share despite adverse industry and market conditions. It explores the company’s efforts to enhance its operational efficiency by restructuring its supply chain and other measures. The case also briefly discusses the concept of supply chain management and the benefits of revamping the SCM practices.
Answer the following question.
Q1. How Philips India Ltd (PIL) reaped the benefits by revamping the Supply Chain Management (SCM) practices. Discuss.
Case study
Outsourcing is a business model that reduces operating costs and boosts profit margins while maintaining a high quality of customer service. The model allows companies to adjust their resource allocation. Many companies opt for out-of-country outsourcing, which is divided into two categories – near shoring and offshoring. Near shoring is transfer of work within the region whereas offshoring is relocation of work to more distant locations. Softtek was a global provider of process-driven IT solutions. The Mexican company founded in 1982, coined the term “Near shore” in 1997. It first offered IT and ITES services to US companies. Over the years, since the development of the ‘Nears shoring’ concept, Softtek had added value to the process. The process had evolved in terms of offering greater value proposition to its clients. First, the idea behind the concept was to leverage on the aspect of proximity and to fill in the gap left by the India-centric global service delivery. This aspect remained a strong differentiator for Softtek to fight competition from distant offshoring destinations like India. The geographic proximity offered similar time-zones which made it convenient for Softtek’s associates to work simultaneously with their clients. It also allowed the company to have increased communication and face-to-face interaction if needed, allowing more complex projects to be carried out efficiently. Moreover, the near shore locations offered Softtek a closer cultural affinity to the primary markets. For instance, a Softtek delivery center in Mexico would be familiar with and would be able to understand the lifestyles, customs, and working and communication styles of the US better than an offshore delivery center in a destination like India. The company later began deriving benefits from its outsourcing services by working in close proximity to its clients’ location, thereby easing the process and making it cost effective both for itself and its clients. Though the company succeeded in implementing its concept and gained a global presence across 20 countries, it faced many challenges – including challenges from its local government and in gaining a talent pool. There was apprehension that these factors could hinder its future growth. This case is meant for MBA students as a part of the Operations Management/ Logistics and Supply Chain Management course.
Answer the following question.
Q1. Discuss the concept of near shoring
Q2. Explain the advantages and disadvantages of near shoring compared to offshoring
Q3. How Softtek started the near shore concept and achieved success in the global outsourcing market
Q4. Discuss the challenges faced by Softtek
Case study
The case study is about JCPenney Corporation, Inc. (JCP), a leading retail chain in the US. JCP used cross-docking to reduce materials handling and transportation cost. Cross-docking is the practice of expediting the flow of product from receiving to shipping with a minimum of handling in between. Cross-docking strategy is one of the three distribution strategies usually employed by a retailer; the other two being the warehouses strategy in which inventory is kept at the warehouses, and direct shipment strategy in which inventory is directly shipped JCP used the Cross-docking operations at the JCP’s Lathrop, California, Retail Logistics Center, the sixth cross-dock facility of the company that was opened in July 2007. The use of cross-docking helped JCP reduce materials handling and made its 3 logistics more efficient. The case also highlights how the use of energy-efficient technologies and processes and proper site selection helped JCP reduce costs and mitigate supply chain risk.
Answer the following question.
Q1. Discuss the issues and challenges in employing cross-docking and how it compared to other commonly used distribution strategies.
Q2. Explain how materials handling and transportation cost is reduced through cross docking.
Operations Management
Q1. Describe briefly the steps to develop a forecasting system.
Q2. Describe briefly the “Delphi Method”.
Q3. What is continuous improvement (CI)? What are the major tools for this philosophy?
Q4. How does productivity measurement differ between manufacturing and service operations?
Q5. Contrast the world class view with the traditional view in quality control.
Q6. What is ISO9000 Series Standards? List key quality awards.
Q7. How are the location decisions for service operations and manufacturing operations similar, and how are they different?
Q8. Describe the steps involved in considering a time study and discuss any difficulties you might envision at various steps?
Operations Management
Q1. Describe total quality management (TQM).
Q2. How does productivity measurement differ between manufacturing and service operations?
Q3. . What are the major decision areas in P/OM?
Q4. What factors distinguish between production and service operations?
Q5. Is there a difference between forecasting demand and forecasting sales?
Q6. The Cool-Tech Co. produces various types of fans. In May, the company produced 1728 window fans at a standard price of 40 MU. The Co. has 12 direct labour employees whose compensation (including wages and fringe benefits) amounts to 21 MU/hour. During May, window fans were produced on 9 working days 9of 8 hours each), and other products were produced on other days. a. Determine the productivity of the window fans.
Q7. Ahmet grows domatoes in his 100 by 100 meters garden. He then sells the crop at the local farmer’s market. Two summers ago, he was able to produce and sell 1200 kgs of tomatoes. Last summer, he tried a new fertilizer that promised a 20% increase in yield. He harvested 1350 kgs. Did the fertilizer live up to its promise?
Q8. “Expenditure’ incurred for advertising is wasteful. Its results are unpredictable”. Comment.
OPERATIONS MANAGEMENT
Q1. Explain the concept Six Sigma. Bring out the significance of Six Sigma in Quality Management?
Q2. Define Project Management and explain its nature and features?
Q3. What is Process Analysis? Explain the steps in Manufacturing Process Selection and Design?
Q4. Enumerate and explain the Theory of Constraints?
Q5. Write short notes (any two)
a) Inventory Control
b) Operations Scheduling
c) Aggregate Sales and Operations Planning
Q6. Explain the following concept (any two)
a) Product Design
b) Strategic Capacity Management
c) Lean Productions
Q7. Define Material Requirements Planning. Discuss its various components?
Q8. What is Supply Chain Strategy? Discuss its characteristics?
Operations Management
Q1. What factors distinguish between production and service operations?
Q2. State functions of the EXIM bank of India.
Q3. How are the location decisions for service operations and manufacturing operations similar, and how are they different?
Q4. Contrast the world class view with the traditional view in quality control.
Q5. How does productivity measurement differ between manufacturing and service operations?
Q6. What are the major components of a production system? Give two examples.
Q7. Describe briefly the “Delphi Method”.
Q8. What is production/operations?
OPERATIONS MANAGEMENT
- What is continuous improvement (CI)? What are the major tools for this philosophy?
- What is the logic of Taguchi methods?
- Describe briefly the steps to develop a forecasting system.
- Regression and correlation are both termed “causal” methods of forecasting. Explain how they are similar in this respect and also how they are different.
- Define the terms “Qualitative Methods”, “Trend Analysis Method (Time Series Method), and “Causal Forecast”. Describe the uses of them.
- What do you see as the main problem with qualitative (judgmental) forecasts? Are they ever better than “objective” methods?
- Describe total quality management (TQM).
- Explain the process of collaborative planning? How is available to promise involved?
Operations Management
Q1. What is ISO-9000 Series Standards? List key quality awards.
Q2. Describe total quality management (TQM).
Q3. Contrast the world class view with the traditional view in quality control.
Q4. What are the major components of a production system? Give two examples.
Q5. A firm uses exponential smoothing with a very high value of alpha. What does this indicate with respect to the emphasis if placed on past data
Q6. Is there a difference between forecasting demand and forecasting sales?
Q7. Ahmet grows domatoes in his 100 by 100 meters garden. He then sells the crop at the local farmer’s market. Two summers ago, he was able to produce and sell 1200 kgs of tomatoes. Last summer, he tried a new fertilizer that promised a 20% increase in yield. He harvested 1350 kgs. Did the fertilizer live up to its promise?
Q8. Explain Product Life Cycle in detail .How do Marketing strategies change as product moves. Through various stages of Life cycle.
OPERATIONS MANAGEMENT
Q.1) Write Short Notes :
- Lean Production
- Global Strategies fir Hospitality services
- Material Requirements Planning
Q.2 Explain Briefly the process Analysis of Manufacturing Process Selection and Design ?
Q3. Define Supply Chain Strategy and Explain its feature and nature?
Q4. Distinguish between goods and services. What are the challenges faced by Services marketers?
Q5. Discuss the features and nature of Project Management?
Q6. Explain in brief the Synchronous Manufacturing and Theory of Constraints?
Q7. Discuss the essence Quality Management in Focus On six Sigma?
Q8. What is Aggregate Sales and Operations Planning?