MS - 53 Production/Operations Management

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ASSIGNMENT

Course Code                                                 :                            MS - 53

Course Title                                                  :                           Production/Operations Management

Assignment Code                                        :                            MS-53/TMA/SEM - I /2016

Coverage                                                       :                            All Blocks

Note : Attempt all the questions and submit this assignment on or before 30th April, 2016 to the coordinator of your study centre.

Question. 1. “We have entered the age of technology; henceforth everything will be knowledge based.” Discuss the above in the context of increasing use of technology-based resources for achieving tasks.

Answer: The Information Age (also known as the Computer Age, Digital Age, or New Media Age) is a period in human history characterized by the shift from traditional industry that the Industrial Revolution brought through industrialization, to an economy based on information computerization. The onset of the Information Age is associated with the Digital Revolution, just as the Industrial Revolution marked the onset of the Industrial Age.

During the information age, the phenomenon is that the digital industry creates a knowledge-based society surrounded by a high-tech global economy that spans over its influence on how the manufacturing throughput and the service sector operate in an

Question. 2. Over the years, many variations on classical Delphi have been forwarded. Briefly discuss these variants.

Answer: The Imen-Delphi (ID) procedure was developed as a variant of the classical Delphi forecasting technique (Passig 1993, 1996, 1997, 1998, 2000). The classical Delphi technique is based on the assumption that group judgment of trends can enhance the validity of the forecast (Linstone & Turoff 1975, Woudenberg 1991). The RAND Corporation developed the classical Delphi in the early 1950’s in a project that was funded by the US Air Force (Brown 1968, Helmer 1966a,b). It was made public only a decade later.

As Delphi has spread, many variants of the process have emerged out of the conventional procedure. Each variant aimed at improving the procedure in order to respond to needs and critiques. The attempts to refine the Delphi

Question. 3. Capacity will be modified in response to demand. Demand will be modified in response to capacity. Which of these two statements is correct? Why?

Answer: When an organization has a clear grasp of its capacity constraints and an understanding of demand patterns. It is in a good position to develop strategies for matching supply and demand.

There are two general approaches for accomplishing demand and capacity.

·       The first is to smooth the demand fluctuations themselves by shifting demand to match existing supply.

·      The second general strategy is to

·       

Question. 4. What are the different criteria for scheduling job shop production system? Give their justification also.

Answer: Nowadays, many approaches like lean manufacturing, finite capacity scheduling, quick response manufacturing (QRM), CONWIP, the theory of constraints (TOC), etc are being adopted for production control and management. All these approaches provide a rough or detailed production schedule either in real time or in advance. The following is a brief discussion of a few production scheduling methods including the manual efforts. 

1. Manual Scheduling: Quite often, a scheduler’s role is confined to tracking job progress on the shop floor and report it to management. There are several job shops where production scheduling is simplified by the following practice:

Question. 5. Inventory of material provides operational flexibility. But, many flexible operational systems need little inventory. Explain this seeming contradiction.

Answer: Companies today must be fast and nimble enough to react quickly to changes in customer demand and do it with little inventory. Gone are the days when manufacturers could stockpile large quantities of raw materials, load up the shop floor with work-in-process and pack warehouses with finished goods. The old ways caused erratic and long lead times, high costs and required too much cash for working capital.

In a survey conducted by R. Michael Donovan & Co. Inc., 82 percent of senior executives who responded said that inventory reduction was a major concern. Some saw inventory as just something that absorbs massive amounts of cash while others recognized that high inventories were an indication of other serious problems. Certainly, money tied up in inventory could be better spent elsewhere: new product development, expanded marketing and sales, acquisitions, modernization, re-engineering, expansion, debt reduction, and many others.

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