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PRODUCTION MANAGEMENT
1. Mention situations in (a) banking, (b) advertising, (c) agriculture, and (d) hoteliering where production and operations management is involved. Describe the inputs, outputs, processes and utilities.
2. What are the hurdles in the globalization of services? Mention the managerial, social and political issues. Are services, generally more difficult to globalize? What are the implications in the Indian context of the newly liberalized economy?
3. Typical Linear Programming has one objective function. But, in many practical situations, there could be more than one objective. How can one take care of such a situation? Explain by means of an example.
4. How would different Queuing Disciplines affect waiting line characteristics? Explain by giving examples.
5. How would you control quality in a job-shop situation (where one customer’s order may be different from another’s).
6. As a management discipline, does maintenance management differ from production management? If yes, in what way?
7. Describe the use of information technology in supply chains.
8. ‘Inventory is a part of manufacturing strategy.’ Do you agree with this statement? If so, explain why it should be only a part of the total manufacturing strategy?
9. Can the Plant layout principles be applied to forming a layout of an office? What criteria would you use in designing such a layout?
10. Would the LOB (Line Of Balance) technique be more useful to the General Manager (Production) or to a Plant Superintendent? Explain
PRODUCTION MANAGEMENT
Q 1 : Identify the appropriate level of risk for the following items and justify your answer.
(a) Space Shuttle (b) X-ray machine (c) Camera (d) Canned soup (e) Pencil
(f) Computer keyboard (g) Chair (h) Running shoe (i) Automobile (j) Fresh vegetables (k) Child’s toy (l) Golf club (m) Baby food (n) Restaurant food
Q .2 : The bearing department is planning their schedule for the following week. They need an understanding of last week’s performance. The schedule called for two 8-hour shifts per day for five days. Downtime charged to production averaged 76 minutes per day. Downtime charged to maintenance averaged 135 minutes per day. Calculate the actual running time and the percentage of available time.
Q 3 : (a) Does exponential smoothing track a trend in the demand satisfactorily? What is the reason?
( b) How would forecasting be useful for operations in a BPO unit? What factors may be important for this industry? Discuss
Q.4 : (a) Would a six sigma implementation involve significant financial investment? Discuss
(b) Can total organizational satisfaction be achieved while a company is also aiming for key business results? Is there a conflict in these two goals? Discuss.
Q.5 : How would have good production & Operations Management Practices averted the terrible Bhopal Gas strategy? Research & Discuss
Q.6 : Differentiate between Loading and Scheduling. Is a clear-cut distinction between the two possible under all production situations? If so where is it possible & where is it not possible?
Q.7: What are the advantages of the HMMS model over the Linear programming model? The HMMS.and other sophisticated models have not been very popular in practice. What may be the reasons?
Q.8: What is the scope of purchasing activities? Where would you fit purchasing in the materials management function? In the Organizational structure, where should purchasing be fitted?
(i) in a single plant situation (ii) in a multiple plant situation
Q.9: Some say that we need a “national level job evaluation” in India. Can you envisage the issues involved? Is it possible to do such a national level exercise? How would you proceed in this regard?
Q.10 :How can work study be used for arriving at (i) Manufacturing Budget (ii) Production Plan (iii) Personnel Policies (iv) Materials Planning? Explain.
Production Planning & Inventory
1. In your Opinion, where is India on the trajectory of the changing operations management function? Discuss.
2. How are people important in an operations strategy? Discuss what needs to be done in your organization and in India, in general.
3. Suppose the average cost of maintenance for a piece of equipment is related to its life as follows:
4. Read through the literature and find out what ‘Technology Assessment’ is? How is it useful to operations management?
5. What is organizational learning? Is it important for quality? Discuss.
6. How does one ensure that ‘job evaluation evaluates the job and not the man’?
7. Discuss the importance of training in the context of job redesign.
8. ‘Group Technology as applied to a operations system is a human relations technology.’ Would you agree with this statement? Discuss
9. Should cost be the primary criterion in operations planning? Explain.
10. What role for production and operations management do you foresee in another 15-20 years time in India?
Production Management
Q 1 : Identify the appropriate level of risk for the following items and justify your answer.
(a)Space Shuttle
(b)X-ray machine
(c) Camera
(d) Canned soup
(e) Pencil
(f) Computer keyboard
(g) Chair
(h) Running shoe
(i) Automobile
(j) Fresh vegetables
(k)Child’s toy
(l) Golf club
(m) Baby food
(n) Restaurant food
Q .2 : The bearing department is planning their schedule for the following week. They need an understanding of last week’s performance. The schedule called for two 8-hour shifts per day for five days. Downtime charged to production averaged 76 minutes per day. Downtime charged to maintenance averaged 135 minutes per day. Calculate the actual running time and the percentage of available time.
Q 3 : (a) Does exponential smoothing track a trend in the demand satisfactorily? What is the reason?
( b) How would forecasting be useful for operations in a BPO unit? What factors may be important for this industry? Discuss
Q.4 : (a) Would a six sigma implementation involve significant financial investment? Discuss
(b) Can total organizational satisfaction be achieved while a company is also aiming for key business results? Is there a conflict in these two goals? Discuss.
Q.5 : How would have good production & Operations Management Practices averted the terrible Bhopal Gas strategy? Research & Discuss
Q.6 : Differentiate between Loading and Scheduling. Is a clear-cut distinction between the two possible under all production situations? If so where is it possible & where is it not possible?
Q.7: What are the advantages of the HMMS model over the Linear programming model? The HMMS.and other sophisticated models have not been very popular in practice. What may be the reasons?
Q.8: What is the scope of purchasing activities? Where would you fit purchasing in the materials management function? In the Organizational structure, where should purchasing be fitted?
(i) in a single plant situation (ii) in a multiple plant situation
Q.9: Some say that we need a “national level job evaluation” in India. Can you envisage the issues involved? Is it possible to do such a national level exercise? How would you proceed in this regard?
Q.10 :How can work study be used for arriving at (i) Manufacturing Budget (ii) Production Plan (iii) Personnel Policies (iv) Materials Planning? Explain.
WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
ARAVIND - 09901366442 – 09902787224
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