PRODUCTION AND OPERATION
MANAGEMENT
PART – A
Q1. Explain with the help of
an example, how international forces as indirect environmental factor affect an
organization.
Q2. Define the principles of
scientific management.
Q3. Discuss the principles
of job enrichment as given by Herzberg.
Q4. Define the concept of
values and ethics
Q5. What are the three
characteristics of motivation?
PART – B
Q1. Define location. Discuss
the factors which determine the location of a plant .How is location for a plant
selected? Discuss simple median model for selected plant location with and
example.
Q2. What is layout planning?
What are its objectives? In brief give the relevance of group technology in
plant layout in today’s situation Under what conditions is G.T. layout
appropriate.
Q3. Compare product and
process layouts and under what circumstances product and process layouts can be
used. Explain with the help of an example how travel chart method helps in selecting
the best layout among several alternatives?
Q4. Define the term capacity
planning. How plant capacity is related with plant layout, process design and equipment
selection?
Q5. The processing time and
due dates for 5 jobs A,B,C,D and E are given in the table below :
|
Job
|
Processing Time (days)
|
Due date (days from now)
|
|
A
|
10
|
18
|
|
B
|
8
|
22
|
|
C
|
6
|
27
|
|
D
|
12
|
17
|
|
E
|
7
|
42
|
Sequence these jobs
according to EDD Evaluating Sequencing Rules and Calculate.
a) Total Completion Time
b) Total Flow Time
c) Average Flow Time
d) Average number of jobs in the system.
e) Average job lateness
PART – C
Q1. What is master
production Schedule and what are its inputs? Describe the process of preparing
a MPS. How MPS differ between produce-to-stock and produce-to-order firms.
Q2. Describe the various
phases in a ‘project life cycle’ .What is a network diagram? Distinguish between
PERT and CPM and state where they are used .Explain steps in network crashing?
Q3. What is Quality? How it
is insured? Explain Quality control techniques. Bring out the famous Deming
principles of Quality. How far Quality circles ensure workers participation?
Q4. What are the trends in
maintenance management? Outline the various types of maintenance. What is
predictive maintenance? What is its advantages .Explain the ‘bath tub curve’?
Q5. Define the terms
‘Inventory’ and ‘Inventory management’ Why are inventories held in business?
Explain the various techniques of inventory control a factory uses
CASE STUDY – 1
ABC Company Ltd, a
manufacturer of floppy disks, inspects a sample of 50 disks from each day's output.
A quality inspector of the company decides on the acceptability or otherwise of
the disks based on a variety of attributes.
|
Date
|
No of
|
Date
|
No of
|
Date
|
No of
|
|
Defectives
|
Defectives
|
Defectives
|
|||
|
18.02.2010
|
3
|
25.02.2010
|
7
|
03.03.2010
|
7
|
|
19.02.2010
|
10
|
26.02.2010
|
18
|
04.03.2010
|
6
|
|
20.02.2010
|
13
|
27.02.2010
|
1
|
05.03.2010
|
19
|
|
21.02.2010
|
4
|
28.02.2010
|
0
|
06.03.2010
|
3
|
|
22.02.2010
|
12
|
29.02.2010
|
4
|
07.03.2010
|
9
|
|
23.02.2010
|
14
|
01.03.2010
|
9
|
08.03.2010
|
7
|
|
24.02.2010
|
08
|
02.03.2010
|
22
|
|
|
|
|
|
|
|
|
|
Data relating to the number of
defectives in the sample over the past 20 days are given above.
The production manager
suspects that the variation in quality was due to deputing an inexperienced substitute
operator instead of a regular one, on three days during the period. With the use
of a fraction defective chart, specifying the upper and lower control Limits or
otherwise, determine the days of poor quality which can be traced or assigned
to the inexperienced operator. Do the number of such days, match the number of
points indicating out of control situations.
CASE STUDY – 2
The activities of a project
and their time estimates are given below:
|
Activity
|
Estimated duration of
activity (in weeks)
|
||
|
Optimistic
time (to)
|
Molst
likely time (tm)
|
Pessimistic
time (tp)
|
|
|
1-2
|
2
|
5
|
8
|
|
1-4
|
4
|
19
|
28
|
|
1-5
|
5
|
11
|
17
|
|
2-3
|
3
|
9
|
27
|
|
2-6
|
3
|
6
|
15
|
|
3-6
|
2
|
5
|
14
|
|
4-6
|
3
|
6
|
15
|
|
5-7
|
1
|
4
|
7
|
|
5-8
|
2
|
5
|
14
|
|
6-8
|
6
|
12
|
30
|
|
7-8
|
2
|
5
|
8
|
a) Draw the PERT network
Diagram
b) Determine the mean time
and standard deviation of each activity
c) Determine the critical
path and the standard deviation for the critical path
d) Calculate the slack for
the events
e) Calculate the total float, free float and independent float for
each activity.
CASE STUDY – 3
Garg Electronic is a small-mid firm located in Noida. The major
product is a line of automobile electrical system analyzers. Auto repair shops
who do tune-up work use these analyzers to identify and diagnose problems in a
car's electrical system. Although the market is highly competitive, Garg's
products compete well and the firm is reasonably profitable.
The firm's production operation is ideally suited for management
with an MRP-type planning and control system. Consequently, three years ago,
such a system was installed. Initially, it did not work well, because it was
not properly coordinated with the supply operation, and the planning data used
in the system was not reliable. In time, however, the bugs were worked out, the
system was refined, and it is now working well.
One
of the organizational changes Garg implemented was the creation of a department
of supply chain management that includes supply, production control, traffic,
inventory management and warehouse operations. This arrangement seemed to
facilitate effective operation of the MRP system.
More
recently, the firm adopted the use of the supply manager-production planner
concept. That is, a supply manager's job and a production planner's job have
been combined into a single job. The number of materials handled by each supply
manager-production planner has been reduced, but the scope of the task has
become more extensive and more integrated in nature.
For
a given group of materials, a single individual prepares the production
schedule and works directly with suppliers to make it function correctly.
Like
most MRP systems, the one used by Garg Electronics is computer operated.
However, when a new supply manager-production planner is hired, he or she is
'broken in' to the planning portion of the job by developing and managing the
plan for one or two materials manually. The purpose of this approach is to
teach the newcomer how the operating routine works, so he or she can understand
clearly what the computer does when it runs the MRP planning and operating
system.
Garg
Electronics recently hired Mahesh Misra in the firm's supply chain management
department as a junior supply manager-production planner. One of the materials
he was assigned to handle was the metal housing for the Model 2A analyzer. The
housing is formed by stamping and fabricating operations, and is single-sourced
with a large metalworking shop in a Mumbai suburb.
During Mahesh's second day on the
job, his boss gave him the Model 2A housing requirements projection for the
next ten weeks and asked him to manually manage the item. The requirements and
associated data are shown in the table below.
|
Order quantity = 140
|
Weeks --> Firm reqts.
|
|
Tentative
|
|||||||||
|
Lead time = 4 weeks
|
1
|
2
|
3
|
4
|
5
|
6
|
7
|
8
|
9
|
10
|
11
12
|
|
|
Safety stock = 80
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Requirements
|
40
|
40
|
50
|
40
|
40
|
50
|
40
|
40
|
60
|
50
|
|
50
50
|
|
Receipts
|
|
|
|
|
|
|
|
|
|
|
|
|
|
OH-eid of week 130
|
140
|
|
|
|
|
|
|
|
|
|
|
|
|
Planned order releases
|
|
|
|
|
|
|
|
|
|
|
|
|
Mahesh has to:
1. Complete manually the
ordering/operations plan for the Model 2 A housing & simultaneously,
construct a table showing when he would expect order points to be reached
during the first 8 weeks.
2. List & Discuss briefly the types
of operation problems he might encounter that could require re-planning and
rescheduling of work.
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