MBA201 - PRODUCTION AND OPERATION MANAGEMENT

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ASSIGNMENT

DRIVE	SPRING 2017
PROGRAM	MBA
SEMESTER	II
SUBJECT CODE & NAME	MBA201 - PRODUCTION AND OPERATION MANAGEMENT
BK ID	B1627
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.

Question. 1. Write Short notes on

a. Material control and material handling

Answer: Material control: Material control is the main component of the process of material management.  Control over materials is of utmost importance for smooth and uninterrupted functioning of an organisation. In simple words, material control refers to the various measures adopted to reduce the amount of loss of materials at the time of receiving, storing and issuing the raw materials. Material control in

b. Labour Productivity

Answer: Labor productivity is a measure of economic growth within a country. Labor productivity measures the amount of goods and services produced by one hour of labor; specifically, labor productivity measures the amount of real gross domestic product (GDP) produced by an hour of labor. Growth in labor productivity depends on three main factors: investment and saving in physical capital, new technology, and human capital.

c. Personnel Productivity

Answer: If you asked several people what personal productivity meant to them you would probably receive a different definition of the term from each individual. Some might say personal productivity is getting more stuff finished in a timely manner. Some would tell you that personal productivity is setting goals and accomplishing those goals. Others might even tell you that the term meant nothing to them at all.

d. Strategic decision making

Answer: One of the essential parts of creating and running a small business is creating a mission or vision for the business and a set of goals the company aims to achieve. Strategic decision making, or strategic planning, describes the process of creating a company's mission and objectives and deciding upon the courses of action

Question. 2. What do you mean by Operation Strategy? Explain various elements or components of Operations Strategy.

Answer: Companies and organizations making products and delivering, be it for profit or not for profit, rely on a handful of processes to get their products manufactured properly and delivered on time. Each of the process acts as an operation for the company. To the company this is essential. That is why managers find operations management more appealing. We begin this section by looking at what operations actually are. Operations strategy is to provide an overall direction that serves the framework for carrying out all the

Question. 3. Describe following dimensions of quality with appropriate examples.

a. Quality of design

Answer: Quality by Design (QbD) is a concept first outlined by quality expert Joseph M. Juran in publications, most notably Juran on Quality by Design. Designing for quality and innovation is one of the three universal processes of the Juran Trilogy, in which Juran describes what is required to achieve breakthroughs in new products,

b. Conformance to design

Answer: Design Conformance confirms that an item is designed according to the appropriate International Standards.

Specifications are targets and tolerances determined by the designer of a product. Targets are the ideal values for which production is expected to strive; tolerances are acceptable deviations from these ideal values recognizing that it is difficult to meet the exact targets all the time due to variability in material, machine, men and process.

c. Utilisation conditions

Answer: Capacity utilization or capacity utilisation is the extent to which an enterprise or a nation uses its installed productive capacity. It is the relationship between output that is produced with the installed equipment, and the potential output which could be produced with it, if capacity was fully used.

One of the most used definitions of the "capacity utilization rate" is the ratio of actual output to the potential output. But potential output can be defined in at least two different ways.

Engineering definition: One is the "engineering"

d. After sales service

Answer: After-sales is the provision of services, support and spare parts after making an initial sale. This often occurs in the provision of complex machinery which requires regular maintenance such as motor vehicles.

After-sales service has several elements, as told by Philip Kotler (2002) that elements in the after-sales service are as follows:

Question. 4. Discuss the importance of Plant Location. Point out various factors Influencing Plant Location.

Answer: Location, localization and planned location of industries are often felt to be synonymous. But, the distinction among these three terms is of immense importance. Entrepreneurs locate their enterprises where the cost of production comes, the lowest at the time of establishing industries. This is known as ‘location of industries’.

The concentration of a particular industry mainly in

Question. 5. Explain the risk management and its various components.

Answer: The Risk Management Plan describes how you will define and manage risk on the project. This document does not actually describe the risks and the responses. This document defines the process and techniques you will use to define the risks and the responses. The information in this plan includes:

1.       Roles and responsibilities. This section describes the leading and supporting roles in the risk management process. The project manager typically has overall responsibility for risk management, unless the team is large

Question. 6. Why redesign of layouts may be necessary?

List the differences between product and process layout.

Answer: The most common reasons for redesign of layouts include inefficient operations, changes in the design of products, changes in the quantity or mix of outputs, and changes in methods or equipment. - Generally two types of layout – product (line) layout, and process (functional) layout.

The most common reasons for redesign of layouts include:

a. Inefficient operations.

b. Accidents or safety hazards.

c. Changes in the design of products or services.

d. Introduction of new products or services.

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