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1. What can Joshi and her staff do to
select the type of entry-level candidates they want?
2. How can Joshi ensure that those who are
hired come to accept the core cultural values of the hospital? What steps would
you recommend?
(a) Do you think the number of units of a
product to be manufactured is a random number? Explain your reasoning.
(b) How does one determine the number of
units of a product to be manufactured in an organization?
(c) What are the elements you would take into
consideration for forecasting the production and sales requirement of the
product developed by Leo Medical Center?
(d) How would you go about planning and
organizing the manufacturing and selling efforts of the organization?
(a) What type or types of organization design
do you feel this task force should recommend in the third and final phase of the
approach to their assignment?
(b) Explain how the systems and the contingency
theories of organization can each contribute to the analysis of this case.
(c) Do you think Hari Mohan was correct in
his suggestion of how the task force should proceed? What types of problems
might develop as by-products of the recommendation you made in question 1
(a) Discuss the nature and characteristics of
the problems in this case.
(b) What steps should be taken by Mr Kumar to
overcome these problems?
1. Is George’s view of the situation
realistic?
2. How do you evaluate Vipulabh’s
position?
3. How might this conflict be associated
with factors in the formal organization?
4. What should the president of Simplex
Mills do now?
PRODUCTION
MAAGEMENT
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
MAAGEMENT
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
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?
1. What
opportunities and threats did McDonald’s face ? How did it handle them ? What alternatives could it have chosen ?
2. Before McDonald’s entered the European
market, few people believed that
fast food could be successful in Europe. Why do you think McDonald’s has succeeded
? What strategies did it follow ? How
did these differ from its strategies in Asia ?
3. What is McDonald’s basic philosophy ?
How does it enforce this philosophy
and adapt to different environments ?
4. Should McDonald’s expand its menu ? If
you say no, then why not ? If you
say yes, what kinds of precuts should it add ?
5. Why is McDonald’s successful in many
countries around the world ?
1. Can a division manager develop verifiable
goals, or objectives, when the president has not
assigned them to him or her? How?
What king of information or help do you believe is
important for the division manager
to have from headquarters?
2.
Was the division manager setting goals in
the best way? What would you have done? Evaluate
the formulation of the merger
between Daimler and Chrysler.
Discuss the strategic fit and
the different product lines.
2. Assess the international perspectives
of Eaton and Schrempp.
3. What are the difficulties in merging
the organizational cultures of the
two companies?
4. What is the probability of success of
failure of the merger? What other mergers do you foresee
in the car industry?
1. The re-engineering efforts focused on
the business process system. Do you think other processes, such as the human
system, or other managerial policies need to be considered in a process
redesign?
2. What do you
think was the reaction of the brand managers, who may have worked under the old
system for many years, when the category
management structure was installed?
3. As a
consultant, would you have recommended a top-down or bottom-up approach, or both, to process redesign and organizational change? What are the
advantages and disadvantages of each approach?
1. Is the
Hewlett – Packard way of managing creating a climate in which employees are
motivated to contribute to the aims of the organization? What is unique about
the HP Way?
2. Would the HP
managerial style work in any organization? Why, or why not? What are the conditions for such a style to work?
1. In the NUMMI
joint venture, what did Toyota gain? What were the benefits for General Motors?
2. As a
consultant, what strategies would you recommend for European carmakers to
improve their competitive position in the global
car industry
ARAVIND
09901366442 – 09902787224
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