OM0013 - ADVANCED PRODUCTION AND OPERATIONS MANAGEMENT

Dear students get fully solved assignments

Send your semester & Specialization name to our mail id :

help.mbaassignments@gmail.com

or

call us at : 08263069601

ASSIGNMENT

DRIVE FALL	2013
PROGRAM	MBADS  - (SEM 3/SEM 5) / MBAN2 / MBAFLEX – (SEM 3) PGDOMN – (SEM 1)
SUBJECT CODE & NAME	OM 0013 - ADVANCED PRODUCTION  AND OPERATIONS MANAGEMENT
BK ID	B1235
CREDITS	4
MARKS	60

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.

Q.1. Elucidate Theory of Constraints and Constraint management

Ans:  Concept of theory of Constraints :

The theory of constraints (TOC) is a systematic management approach that focuses on actively managing constraints that hinder organisational success. The theory can be used for identifying and overcoming constraints and was developed nearly three decades ago by Eli Goldratt, a well known business systems analyst. The main idea behind the TOC is that the bottlenecks should be scheduled to maximise their throughput of services or products while sticking to scheduled completion dates. The underlying assumption is that demand is greater or equal to the capacity of the process that produces the service or product.

Q.2. Explain the balanced scorecard approach which provides important information to allow the

overall strategy of an organisation to be reflected in specific performance measures .

Ans: Concept of balanced scoreboard :

The balanced scorecard is a performance measurement tool developed in 1992 by Harvard Business School professor Robert S. Kaplan and management consultant David P. Norton. Kaplan and Norton's research led them to believe that traditional financial measures, like return on investment, could not provide an accurate picture of a company's performance in the innovative business environment of the 1990s. Rather than forcing managers to choose between "hard" financial measures and "soft" operational measures—such as customer retention, product development cycle times, or employee satisfaction—they developed a method that

Q.3. Describe the different layouts that organisations can use and the benefits and limitations of each of the layouts .

Ans: 1. Process layout

Process layouts are found primarily in job shops, or firms that produce customized, low-volume products that may require different processing requirements and sequences of operations. Process layouts are facility configurations in which operations of a similar nature or function are grouped together.

Advantages :

a. Flexibility. The firm has the ability to handle a variety of processing requirements.

b. Cost. Sometimes, the general-purpose equipment utilized may be less costly to purchase and less costly and easier to maintain than specialized equipment.

c. Motivation. Employees in this type of layout will probably be able to perform a variety of tasks on multiple machines, as opposed to the boredom of performing a repetitive task on an assembly line.

Disadvantages :

a. Utilization. Equipment utilization

Q.4. Summarise the importance of productivity and team work

Ans: Three essential elements for team building :

1. Enlisting:

Build a strong team by recruiting, interviewing, training, and leading well and then bring your team along with you on the journey. Building a strong team requires building the team with strong members.

2. Entrusting:

Some leaders have allowed past pain to take root and grow in their soul in a way that chokes the life out of trust. 

Q.5. Explain the single-server and multi-server waiting line models

Ans: Single-server model :

In queueing theory a model is constructed so that queue lengths and waiting times can be predicted. Queueing theory is generally considered a branch of operations research because the results are often used when making business decisions about the resources needed to provide service. Queuing Theory arises from the use of powerful mathematical analysis to theoretically describe production processes along with statistical/probabilistic techniques to account for varying dynamic patterns within the stages of a productive process. The

Q.6. Explain the different production planning strategies and cost involved in aggregate planning

process .

Ans: Production planning strategies:

Businesses operate according to a plan. Aggregation is a macro approach to planning, which concentrates on the overall capacity rather than individual products or services. Consider IBM, a company making many different products in many plants with thousands of employees. To prepare a plan involving every product and employee to satisfy market demand would be virtually impossible, and the attempt would be extremely costly. Even if

Dear students get fully solved assignments

Send your semester & Specialization name to our mail id :

  help.mbaassignments@gmail.com

or

call us at : 08263069601