ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM 0010 - OPERATIONS MANAGEMENT
BK ID B1934
CREDITS & MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What are the elements and objectives of operations management?
A Define operations management and
Explain its elements
Explain its objectives
1
4.5 (1.5 marks each)
4.5 (1.5 marks each)
10
2 Explain operations research models.
A Give the classification of
various models and discuss the models
10 ( 2 marks for each
model)
10
3 What is meant by multiple goal programming ? Give the steps for solving a goal
programming problem using the graphical method of goal programming.
A Define multiple goal programming
Explain two types of goal programming with
multiple goals
Define the graphical method for solving goal
programming and
Give the steps for solving a problem using the
graphical method of goal programming
1
2(1 mark each)
1 mark
6 (1 mark per step)
10
4 What are the applications of queuing models. What is multiple server model of the
queuing system. State its assumptions
A Explain the application of queuing models in
various areas
Define the multiple server model and
Explain the model with assumptions
5 (1 mark each)
1
4
10
5 What are the various priority rules used in the process of sequencing?
A Define sequencing and
Explain the priority rules used in the process of
Sequencing
1
9( 1 mark for each
priority)
10
6 Explain the concept of replacement models. What are the limitations of replacement
models?
A Define the concept of replacement models
Explain the importance of replacement models
Explain the limitations of replacement models
1
4( 1 mark each)
5( 1 mark each)
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM0011 ENTERPRISES RESOURCE PLANNING
BK ID B1964
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on:
Type of information required at various levels of the enterprise
Service-Oriented Architecture (SOA) factor for developing ERP systems
Role of ERP in Sales and Distribution
Trans-shipment
A Type of information required at various
levels of the enterprise
Service-Oriented Architecture (SOA)
factor for developing ERP systems
Role of ERP in Sales and Distribution
Trans-shipment
3
2
3
2
10
2 Write short notes on :
Distribution Requirements Planning (DRP)
Role of ERP Consultants
Product Lifecycle Management (PLM)
Collaborative CRM
A Distribution Requirements Planning
(DRP)
Role of ERP Consultants
Product Lifecycle Management (PLM)
Collaborative CRM
10 (2.5 marks each) 10
3 What are the benefits and features of ERP purchase module.
A Listing of benefits of purchase module
Description of features of purchase module
6( any 6 benefits , 1
mark each)
4( 1 mark for each
feature)
10
4 What are the benefits and features of ERP financial module?
A Listing of benefits of financial module
Description of features of financial module
5( any 5 benefits , 1
mark each)
5( 1 mark for each
feature)
10
5 Case Study: Implementation of ERP HRM System at ABC
ABC is a US-based organisation that operates several museums, research centres, and
zoological parks. A few years back, the organisation faced a number of issues in
managing its human resource functions. This was due to the obsolescence of the
existing human resource management system. The old system of the organisation was
not able to provide accurate information related to employees.
Considering the on-going issues, ABC decided to implement the latest version of ERP
HRM system called PeopleSoft HRMS V8.8 from Software Performance Systems, Inc.
The implementation of this system was divided into four phases.
First Phase: Focused on implementing personnel management, benefits administration,
and payroll administration functions.
Second Phase: Focused on implementing job requisition, labour relations, and workflow
management features.
Third Phase: Concerned with the development of an organisation-wide learning source
to facilitate information and knowledge sharing.
Fourth Phase: Focussed on competency mapping and personnel development.
The implementation of the ERP HRM system not only improved human resource
functions but also increased the overall operational efficiency of the organisation.
Questions:
a) Why was ABC facing problems related to HRM? How did they solve it?
b) What are the advantages obtained by ABC after implementing the ERP HRM
system?
A a. List the HR problems ABC was facing.
List the four phases of implementation
b. List the advantages obtained by ABC
after implementing the ERP
HRM(mentioned in the case as well as
what you think are the advantages)
4 marks
6 marks
10
6 Discuss the ERP selection criteria
A Explain the importance of selecting the right
ERP system
Explain the three major criteria for selecting an
ERP system.
1
9( 3 marks for each
criteria)
10
*A-Answer
Note –Please provide keywords, short answer, specific terms, specific examples and marks
break - up (wherever necessary)
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM0012 SUPPLY CHAIN MANAGEMENT
BK ID B1542
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What are the different factors affecting transportation decisions?
A Description/outline of different factors and its
sub factors in students own words
10(5 marks for each
factor – any 2)
10
2 Write short notes on risk pooling.
A description of risk pooling
importance of risk pooling in SCM
listing and summarization(along with
suitable examples for each) of four
types of risk pooling
1
1
8(2 marks each)
10
3 Read the following case study and answer the questions given the end of the case
study
Best Supplier Relationship Management: Jaguar Land Rover and Gobel & Partner
Jaguar Land Rover production line
8 October 2013 | CIPS Supply Management Awards 2013
“Jaguar Land Rover (JLR) transformed its position in customer satisfaction surveys and
enhanced the quality of its products through an innovative partnership with a key
supplier.
By re-evaluating the way it deals with quality control and suppliers, Jaguar took top spot
in the 2012 JD Power Survey for customer satisfaction and Land Rover raced up the
chart. In 2008, the survey put Jaguar at nine and Land Rover at 34 for quality,
described by JLR as “clearly an unsatisfactory situation” for a premium brand and stated
that “something had to change”.
Component quality was identified as the key issue – for some suppliers the proportion of
rejected parts was as high as 65 per cent – and some finished vehicles were being put
into ‘containment’ due to faulty components. This had knock-on effects including
delayed customer shipments, production line stoppages that cost £2,000 per minute and
the risk that faulty parts could make their way into completed vehicles.
At the time, JLR was working with 16 different suppliers across three factories to
undertake parts rework and containment, resulting in differing quality regimes and an
inability to share data across the company. As a result, there was no single view of any
given supplier’s quality history, which made preventative action impossible. A new
director of quality was appointed who launched a review of quality across the supply
chain that identified potential improvements that could be made to the inspection of
incoming components from suppliers. The Inbound Materials Project was established
and the 16 suppliers dealing with quality control were reduced to one – Gobel & Partner
(G&P) – who saw it as an opportunity to introduce innovations and boost investment in
its Qtrak quality management system, which totals £2 million to date.
This evolved into a partnership between JLR and G&P. Both realised that prevention
was better than cure, and through Qtrak they could identify the component suppliers
causing the most problems. Those with a recurrent history of reject parts were subject to
a more rigorous inspection regime. G&P’s aim is to ensure no faulty part ever arrives at
JLR production facilities and they now work on the premises of high-risk suppliers to
review quality processes. The firm is also working at JLR’s new plant in China to ensure
the right quality approach is in place from the beginning.
Over six years, the relationship between the firms has evolved from a traditional
adversarial situation, where G&P were treated as one of a number of commodity
suppliers, to one where the two are working to the same goal of “bringing premium
quality to premium brands”.Wolfram Leidtke, JLR board quality director, said: “JLR is a
premium brand and accordingly needs to have premium quality vehicles. Procurement
has aligned with this objective. G&P has been able to transfer their global knowledge
and work with JLR to develop a new approach to incoming material quality and the
results are starting to speak for themselves.’ ”
Source : http://www.supplymanagement.com/analysis/features/2013/best-supplier-relationshipmanagement-jaguar-land-rover-and-gobel-partner/
Question:
Illustrate the role quality played as criteria in JLR choosing its supplier Gobel & Partner.
Explain the importance of Gobel & Partner in the supply chain
A Students should illustrate based on:
How critical is component quality to JLR
What were the effects of bad quality
What were the issues JLR had to tackle
to working with 16 suppliers
The steps taken by JLR to improve
quality
Importance of the supplier
8 (2 marks each)
2
10
4 “MTR Foods, the Bangalore-based food processing company, is planning to utilise the
services of a third party manufacturer for the first time. The contracted plant in Mathura
for producing vermicelli is expected to give it a push in the northern and eastern markets
where it is trying to expand its presence. The company is also planning a capacity
expansion in spices.
MTR has nine plants in Bommasandra Industrial Area in Bangalore which caters to its
product categories like spices and masala, beverages, vermicelli and frozen food. The
company has so far produced its brands inhouse.
‘The plant in Mathura would help us supply to the north and eastern parts of the country.
It would help us source wheat faster and also trim freight costs by 6-7 per cent,’ said
Sanjay Sharma, chief executive officer, MTR Foods.”
Source: http://www.business-standard.com/article/companies/mtr-foods-to-outsourcemanufacturing-110041200084_1.html
Which according to you may then be distribution strategy used by MTR? Justify your
answer
A Explanation on the facts fitting the
strategy
Identification of the strategy
Rationale behind choosing the strategy
Conclusion
3
2
3
2
10
5 Write short notes on:
Intercompany - interfunctional strategic scope: The maximise supply chain
surplus view
Capacitated plant location model
A Intercompany - interfunctional strategic
scope: The maximise supply chain
surplus view
Capacitated plant location model
10 (5 marks each) 10
6 Briefly explain how information helps in resolving the important trade-offs involved in a
supply chain.
A
Explanation of how information helps in
resolving the important trade-offs
10 (2 marks for each
trade-off)
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM 0013 – ADVANCED PRODUCTION AND
OPERATIONS MANAGEMENT
BK ID B1935
CREDITS & MARKS 4 CREDITS & 60 MARKS
Q.No Criteria Marks Total Marks
1 Describe the Process of Quality Control.
A Description of the steps of quality control(list
the sub-steps under each step)
10(2.5 marks each)
10
2 What is meant by the capacity of a facility? Explain the different types of capacity
A Define capacity of a facility and
Explain the different types of capacities
1
9( 1 mark per
capacity)
10
3 What are the factors affecting MRP. State the advantages and drawbacks of MRP
A Listing of external and internal factors affecting
MRP
List advantages
List drawbacks of MRP
3 marks(1.5 marks
for each)
4(0.5 marks for each
advantage)
3(0.5 marks for each
drawback)
10
4 Arrange the following steps used in the process of production scheduling in a sequential
order and briefly explain each of them:
a. Preparing an MPS
b. Assigning jobs to different work centres
c. Developing an aggregate production schedule
A Arrange of steps in sequential order
Explain steps
1
9( 3 marks each)
10
5 Write short notes on.
Safety stock
World class manufacturing
A Safety stock(Explanation of safety stock and its
importance)
World class manufacturing (Explanation of
world class manufacturing and its principles)
10 (5 marks each) 10
6 What factors need to be taken into consideration while designing a product?
A Define product design,
Explain its importance, and
Discuss the different factors needs to be
considered while designing a product
1
1
8
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be approximately of
400 words. Each question is followed by evaluation scheme.
*********
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM 0010 - OPERATIONS MANAGEMENT
BK ID B1934
CREDITS & MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What are the elements and objectives of operations management?
A Define operations management and
Explain its elements
Explain its objectives
1
4.5 (1.5 marks each)
4.5 (1.5 marks each)
10
2 Explain operations research models.
A Give the classification of
various models and discuss the models
10 ( 2 marks for each
model)
10
3 What is meant by multiple goal programming ? Give the steps for solving a goal
programming problem using the graphical method of goal programming.
A Define multiple goal programming
Explain two types of goal programming with
multiple goals
Define the graphical method for solving goal
programming and
Give the steps for solving a problem using the
graphical method of goal programming
1
2(1 mark each)
1 mark
6 (1 mark per step)
10
4 What are the applications of queuing models. What is multiple server model of the
queuing system. State its assumptions
A Explain the application of queuing models in
various areas
Define the multiple server model and
Explain the model with assumptions
5 (1 mark each)
1
4
10
5 What are the various priority rules used in the process of sequencing?
A Define sequencing and
Explain the priority rules used in the process of
Sequencing
1
9( 1 mark for each
priority)
10
6 Explain the concept of replacement models. What are the limitations of replacement
models?
A Define the concept of replacement models
Explain the importance of replacement models
Explain the limitations of replacement models
1
4( 1 mark each)
5( 1 mark each)
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM0011 ENTERPRISES RESOURCE PLANNING
BK ID B1964
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on:
Type of information required at various levels of the enterprise
Service-Oriented Architecture (SOA) factor for developing ERP systems
Role of ERP in Sales and Distribution
Trans-shipment
A Type of information required at various
levels of the enterprise
Service-Oriented Architecture (SOA)
factor for developing ERP systems
Role of ERP in Sales and Distribution
Trans-shipment
3
2
3
2
10
2 Write short notes on :
Distribution Requirements Planning (DRP)
Role of ERP Consultants
Product Lifecycle Management (PLM)
Collaborative CRM
A Distribution Requirements Planning
(DRP)
Role of ERP Consultants
Product Lifecycle Management (PLM)
Collaborative CRM
10 (2.5 marks each) 10
3 What are the benefits and features of ERP purchase module.
A Listing of benefits of purchase module
Description of features of purchase module
6( any 6 benefits , 1
mark each)
4( 1 mark for each
feature)
10
4 What are the benefits and features of ERP financial module?
A Listing of benefits of financial module
Description of features of financial module
5( any 5 benefits , 1
mark each)
5( 1 mark for each
feature)
10
5 Case Study: Implementation of ERP HRM System at ABC
ABC is a US-based organisation that operates several museums, research centres, and
zoological parks. A few years back, the organisation faced a number of issues in
managing its human resource functions. This was due to the obsolescence of the
existing human resource management system. The old system of the organisation was
not able to provide accurate information related to employees.
Considering the on-going issues, ABC decided to implement the latest version of ERP
HRM system called PeopleSoft HRMS V8.8 from Software Performance Systems, Inc.
The implementation of this system was divided into four phases.
First Phase: Focused on implementing personnel management, benefits administration,
and payroll administration functions.
Second Phase: Focused on implementing job requisition, labour relations, and workflow
management features.
Third Phase: Concerned with the development of an organisation-wide learning source
to facilitate information and knowledge sharing.
Fourth Phase: Focussed on competency mapping and personnel development.
The implementation of the ERP HRM system not only improved human resource
functions but also increased the overall operational efficiency of the organisation.
Questions:
a) Why was ABC facing problems related to HRM? How did they solve it?
b) What are the advantages obtained by ABC after implementing the ERP HRM
system?
A a. List the HR problems ABC was facing.
List the four phases of implementation
b. List the advantages obtained by ABC
after implementing the ERP
HRM(mentioned in the case as well as
what you think are the advantages)
4 marks
6 marks
10
6 Discuss the ERP selection criteria
A Explain the importance of selecting the right
ERP system
Explain the three major criteria for selecting an
ERP system.
1
9( 3 marks for each
criteria)
10
*A-Answer
Note –Please provide keywords, short answer, specific terms, specific examples and marks
break - up (wherever necessary)
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM0012 SUPPLY CHAIN MANAGEMENT
BK ID B1542
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What are the different factors affecting transportation decisions?
A Description/outline of different factors and its
sub factors in students own words
10(5 marks for each
factor – any 2)
10
2 Write short notes on risk pooling.
A description of risk pooling
importance of risk pooling in SCM
listing and summarization(along with
suitable examples for each) of four
types of risk pooling
1
1
8(2 marks each)
10
3 Read the following case study and answer the questions given the end of the case
study
Best Supplier Relationship Management: Jaguar Land Rover and Gobel & Partner
Jaguar Land Rover production line
8 October 2013 | CIPS Supply Management Awards 2013
“Jaguar Land Rover (JLR) transformed its position in customer satisfaction surveys and
enhanced the quality of its products through an innovative partnership with a key
supplier.
By re-evaluating the way it deals with quality control and suppliers, Jaguar took top spot
in the 2012 JD Power Survey for customer satisfaction and Land Rover raced up the
chart. In 2008, the survey put Jaguar at nine and Land Rover at 34 for quality,
described by JLR as “clearly an unsatisfactory situation” for a premium brand and stated
that “something had to change”.
Component quality was identified as the key issue – for some suppliers the proportion of
rejected parts was as high as 65 per cent – and some finished vehicles were being put
into ‘containment’ due to faulty components. This had knock-on effects including
delayed customer shipments, production line stoppages that cost £2,000 per minute and
the risk that faulty parts could make their way into completed vehicles.
At the time, JLR was working with 16 different suppliers across three factories to
undertake parts rework and containment, resulting in differing quality regimes and an
inability to share data across the company. As a result, there was no single view of any
given supplier’s quality history, which made preventative action impossible. A new
director of quality was appointed who launched a review of quality across the supply
chain that identified potential improvements that could be made to the inspection of
incoming components from suppliers. The Inbound Materials Project was established
and the 16 suppliers dealing with quality control were reduced to one – Gobel & Partner
(G&P) – who saw it as an opportunity to introduce innovations and boost investment in
its Qtrak quality management system, which totals £2 million to date.
This evolved into a partnership between JLR and G&P. Both realised that prevention
was better than cure, and through Qtrak they could identify the component suppliers
causing the most problems. Those with a recurrent history of reject parts were subject to
a more rigorous inspection regime. G&P’s aim is to ensure no faulty part ever arrives at
JLR production facilities and they now work on the premises of high-risk suppliers to
review quality processes. The firm is also working at JLR’s new plant in China to ensure
the right quality approach is in place from the beginning.
Over six years, the relationship between the firms has evolved from a traditional
adversarial situation, where G&P were treated as one of a number of commodity
suppliers, to one where the two are working to the same goal of “bringing premium
quality to premium brands”.Wolfram Leidtke, JLR board quality director, said: “JLR is a
premium brand and accordingly needs to have premium quality vehicles. Procurement
has aligned with this objective. G&P has been able to transfer their global knowledge
and work with JLR to develop a new approach to incoming material quality and the
results are starting to speak for themselves.’ ”
Source : http://www.supplymanagement.com/analysis/features/2013/best-supplier-relationshipmanagement-jaguar-land-rover-and-gobel-partner/
Question:
Illustrate the role quality played as criteria in JLR choosing its supplier Gobel & Partner.
Explain the importance of Gobel & Partner in the supply chain
A Students should illustrate based on:
How critical is component quality to JLR
What were the effects of bad quality
What were the issues JLR had to tackle
to working with 16 suppliers
The steps taken by JLR to improve
quality
Importance of the supplier
8 (2 marks each)
2
10
4 “MTR Foods, the Bangalore-based food processing company, is planning to utilise the
services of a third party manufacturer for the first time. The contracted plant in Mathura
for producing vermicelli is expected to give it a push in the northern and eastern markets
where it is trying to expand its presence. The company is also planning a capacity
expansion in spices.
MTR has nine plants in Bommasandra Industrial Area in Bangalore which caters to its
product categories like spices and masala, beverages, vermicelli and frozen food. The
company has so far produced its brands inhouse.
‘The plant in Mathura would help us supply to the north and eastern parts of the country.
It would help us source wheat faster and also trim freight costs by 6-7 per cent,’ said
Sanjay Sharma, chief executive officer, MTR Foods.”
Source: http://www.business-standard.com/article/companies/mtr-foods-to-outsourcemanufacturing-110041200084_1.html
Which according to you may then be distribution strategy used by MTR? Justify your
answer
A Explanation on the facts fitting the
strategy
Identification of the strategy
Rationale behind choosing the strategy
Conclusion
3
2
3
2
10
5 Write short notes on:
Intercompany - interfunctional strategic scope: The maximise supply chain
surplus view
Capacitated plant location model
A Intercompany - interfunctional strategic
scope: The maximise supply chain
surplus view
Capacitated plant location model
10 (5 marks each) 10
6 Briefly explain how information helps in resolving the important trade-offs involved in a
supply chain.
A
Explanation of how information helps in
resolving the important trade-offs
10 (2 marks for each
trade-off)
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 3/SEM 5)
MBAFLEX/ MBA (SEM 3)
PGDOMN (SEM 1)
SUBJECT CODE & NAME OM 0013 – ADVANCED PRODUCTION AND
OPERATIONS MANAGEMENT
BK ID B1935
CREDITS & MARKS 4 CREDITS & 60 MARKS
Q.No Criteria Marks Total Marks
1 Describe the Process of Quality Control.
A Description of the steps of quality control(list
the sub-steps under each step)
10(2.5 marks each)
10
2 What is meant by the capacity of a facility? Explain the different types of capacity
A Define capacity of a facility and
Explain the different types of capacities
1
9( 1 mark per
capacity)
10
3 What are the factors affecting MRP. State the advantages and drawbacks of MRP
A Listing of external and internal factors affecting
MRP
List advantages
List drawbacks of MRP
3 marks(1.5 marks
for each)
4(0.5 marks for each
advantage)
3(0.5 marks for each
drawback)
10
4 Arrange the following steps used in the process of production scheduling in a sequential
order and briefly explain each of them:
a. Preparing an MPS
b. Assigning jobs to different work centres
c. Developing an aggregate production schedule
A Arrange of steps in sequential order
Explain steps
1
9( 3 marks each)
10
5 Write short notes on.
Safety stock
World class manufacturing
A Safety stock(Explanation of safety stock and its
importance)
World class manufacturing (Explanation of
world class manufacturing and its principles)
10 (5 marks each) 10
6 What factors need to be taken into consideration while designing a product?
A Define product design,
Explain its importance, and
Discuss the different factors needs to be
considered while designing a product
1
1
8
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be approximately of
400 words. Each question is followed by evaluation scheme.
*********
No comments:
Post a Comment