assignmentssolution@gmail.com

Get Assignments and Projects prepared by experts at a very nominal fee.

More than 8 years in assisting assignments and projects/dissertation/thesis of MBA,BBA,BCA,MCA,PhD and others-

Contact us at : Email : assignmentssolution@gmail.com

Help for : SMU, IIBM,IMT, NMIMS, NIBM ,KSBM, KAIZAN, ISBM, SYMBIOSIS, NIMS, IGNOU, XAVIER, XIBMS, ISM, PSBM, NSBM, NIRM, ISBM, ISMRC, ICMIND, UPES and many others.

Help in : Assignments, projects, M.Phil,Ph.D disseration & thesis,case studies

Courses,MBA,BBA,PhD,MPhil,EMBA,MIB,DMS,MMS,BMS,GDS etc

Contact us at : Email : assignmentssolution@gmail.com



Thursday 7 June 2012

for answers contact us at assignmentssolution@gmail.com


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.


No comments:

Post a Comment