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OPERATIONS MANAGEMENT
CASE-1 (16 Marks)
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
(16 Marks)
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
CASE-3
(16 Marks)
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
(16 Marks)
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
(16 Marks)
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
a) Lean Production
b) Global Strategies fir
Hospitality services
c) Material Requirements
Planning
Q.2) Explain Briefly the
process Analysis of Manufacturing Process Selection and
Design? (10 Marks)
Q.3) Define Supply Chain
Strategy and Explain its feature and nature? (10 Marks)
Q.4) Distinguish between
goods and services. What are the challenges faced by
Services marketers? (10
Marks)
Q.5) Discuss the features
and nature of Project Management? (10 Marks)
Q.6) Explain in brief the
Synchronous Manufacturing and Theory of Constraints?
(10 Marks)
Q.7) Discuss the essence Quality
Management in Focus On six Sigma? (10 Marks)
Q.8) What is Aggregate
Sales and Operations Planning? (10 Marks)
OPERATIONS MANAGEMENT
Q1)
Explain the concept Six Sigma. Bring out the significance of Six Sigma in
Quality
Management?
(10 Marks)
Q2)
Define Project Management and explain its nature and features? (10 Marks)
Q3)
What is Process Analysis? Explain the steps in Manufacturing Process Selection
and
Design? (10Marks)
Q4)
Enumerate and explain the Theory of Constraints? (10 Marks)
Q5)
Write short notes (any two) (10 Marks)
a)
Inventory Control
b)
Operations Scheduling
c)
Aggregate Sales and Operations Planning
Q6)
Explain the following concept (any two) (10 Marks)
1)
Product Design
2)
Strategic Capacity Management
3)
Lean Productions
Q7)
Define Material Requirements Planning. Discuss its various components? (10
Marks)
Q8)
What is Supply Chain Strategy? Discuss its characteristics? (10 Marks)
OPERATIONS MANAGEMENT
Q.1.
How would operations strategy for a service industry be different if any from
that for a manufacturing industry? (It’s an example & explains)
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?
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
Ram
Dubey recently purchased a chain of dry cleaners in North Uttar Pradesh.
Although the business is making a modest profit now, Ram suspects that if he
invests in a new press, he could recognize a substantial increase in profits.
The new press costs $ 15,400 to purchase and install and can press 40 shirts an
hour or 320 per day. Ram estimates that with the new press, it will cost $ 0.25
to launder and press each shirt, customers are charged $ 1.10 per shirt.
Q1)
How many shirts will Ram have to press to break even?
Q2)
So far Ram’s workload has varied from 50 to 200 shirts a day. How long would it
take to break even on the new press at the low demand estimate? At the high
demand estimate?
Q3)
If Ram cuts his price to $ 0.99 a shirt, he expects to be able to stabilize his
customer base at 250 shirts per day. How long would it take to break even at
the reduced price of $ 0.99?
Q4)
Should Ram cut his price and buy the new press?
CASE
STUDY : 2
The
Peachtree Airport in Atlanta serves light aircraft. It has a single runway and
one air traffic controller to land planes. It takes an airplane and minutes to
land and clear the runway (exponentially distributed) planes arrive at the
airport at the rate of 5 per hour (Poisson distributed).
Q1) Determine the average number of planes that
will stack up waiting to land?
Q2) Find the average time a plane must wait in
line before it can lead?
Q3) Calculate the average time it takes a plane
to clear the runway once it has notified the airport that it is in the vicinity
and wants to land?
Q4) The FAA has a rule that an air traffic
controller can, on the average, land planes a maximum of 45 minutes out of
every hour. There must be 15 minutes of idle time available to relieve the
tension. Will this airport have to hire an extra air traffic controller?
CASE STUDY : 3
Q1) Discuss the general terms how forecasting
might be used for planning to address these specific problems?
Q2) Explain the role of forecasting in
initiating a TQM approach?
Q3) What are the types of forecasting methods
that might be used?
Q4) Describe the Delphi method for forecasting?
CASE STUDY : 4
Q1) What are the different costs of poor quality
and costs of quality assurance that might be associated with this quality
problem?
Q2) Explain the term quality?
Q3) Discuss the dimensions of quality for
manufacturing products?
Q4) Discuss the dimensions of quality for
services?
ARAVIND
09901366442 – 09902787224
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