OM0010 - OPERATIONS MANAGEMENT

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ASSIGNMENT

DRIVE	WINTER 2013
PROGRAM	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) / PGDFMN – (SEM 2)
SUBJECT CODE & NAME	OM 0010 - OPERATIONS MANAGEMENT
SEMESTER	3
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 Write short notes on :

• Operations as Transformation Systems

• Opportunity Cost

• Flexible manufacturing

Ans : Operations as Transformation Systems:

Operations management transforms inputs (labor, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide added value to customers. Exhibit 1 summarizes the transformation process. The arrow labelled “Transformation System” is the critical element in the model that will

Q.2 Soha Limited, which is one of the foremost manufacturers of textile handicrafts in North India, realised the growing demand for its products in South India. It planned to set a new production facility at a suitable location. It started considering many suitable locations for this purpose. The management started collecting relevant data about the major cities and states where they can set up their company. They also considered factors like location, cost and potential. Finally, Factor rating method was used to find a suitable state and Centre of gravity method was used to find a suitable location for their planned business operations. The analysis had a wide variety of factors based on the information and experience in the field. Considerable weightage was given for every factor in the analysis. After considering the result of the analysis, ‘Munnar’ in Kerala was selected for their business operation in South India. Kerala had abundant raw material and the cost of the land was also affordable. Kerala was also at a very favourable distance for their operations. These all factors made Kerala the most favourable place for manufacturing the textile industry. What according to you might have been the factors that the company considered before deciding Kerala as its centre for business operations? In which way would the productivity be affected if the location decision was taken in haste?(unit 6)

Ans : Factors that the company might have considered before deciding Kerala as its centre:

Every firm must use location planning techniques. There are many options for location planning. Corporations choose from expanding an existing location, shutting down one location and moving to another, adding new locations while retaining existing facilities, or doing nothing. There are a variety of methods used to decide the best location or alternatives for the corporation. Methods such as identifying the country, general region, small number of community alternatives, and site alternatives. Munnar in Kerala was selected as an appropriate location by Soha ltd. Following factors played d vital role in choosing the location :

Q.3 Write short notes on :

• Workforce productivity

• Importance of material handling

• Crosby’s Absolutes of Quality

• Difficulties in Formulating Operations Strategy

Ans : a. Workforce productivity:

Workforce productivity is the amount of goods and services that a worker produces in a given amount of time. It is one of several types of productivity that economists measure. Workforce productivity can be

b. Importance of material handling:

1. Eliminate accidents:

If good materials handling is applied, accidents can be prevented and eliminated as this means proper and careful handling is performed.

c. Crosby’s Absolutes of Quality:

World renowned Quality Guru, Philip Crosby, gives a simple approach to Quality Management. We can view every interaction in our lives as having a supplier and a customer. This holds true even beyond the commercial setting.

Q.4 Elucidate lean operations in service industry.

Ans: Lean operations in service industry :

Lean services is the application of the lean manufacturing concept to service operations. It is distinct in that Lean services are not concerned with the making of ‘hard’ products.

To date, Lean principles of Continuous Improvement and Respect for People have been applied to all manner of services including call center services, health care, higher education, software development, and public and professional services. Conceptually, these implementations follow very similar routes to those in

Q.5 Explain two different Independent demand item techniques.

Ans : Independent demand item techniques :

The two classic systems for managing independent demand inventory are periodic review and perpetual review systems.

1. Reorder point model :

A perpetual inventory tracking system is a method of immediately accounting for inventory sales in the inventory account, if there is no theft or spoilage. It is an inventory management system where store balances of inventory are recorded after every transaction. It eliminates the need for the store to close down constantly for inventory stock-taking as perpetual inventory systems allow for continuous stock-taking. Perpetual inventory

Q.6 What are the types of failures that occur in operations?

Ans : Types of failures :

1. Design failures:

The overall design of the operation can prove to be the cause of failure. In its design stage , an operation might look fine on paper, only when it has to cope with real circumstances . Some design failure occur because a characteristics of demand was overlooked or miscalculated .A production line might have been installed in a factory which in practice cannot cope with the demands placed on it. Other design related failure occur

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