Master of Business Administration - MBA Semester III OM0013 Advanced Production & Operations Management 4 Credits (Book ID:

B1235) Assignment - Set- 1 (60 Marks)

Note: Each Question carries 10 marks. Answer all the questions. Q1.Explain with an example the impact of product or service life cycle on operation strategy.
Introduction The late 1970s and the early 1980s saw the development of the manufacturing strategy paradigm by researchers at the Harvard Business School. This work carried out by professors William Abernathy Kin clerk, Robert Hayes, and Steven wheel Wright emphasised on how manufacturing executives could use their factories capabilities as strategic competitive weapons. Their main theme was concerned with the idea of factory focus and manufacturing tradeoffs. They knew that a factory cannot excel in all performance measures. Its management must device a focused strategy, creating a focused factory that performs a limited set of tasks efficiently. This required tradeoffs among such performance measures as low cost, high quality, and high flexibility in designing and managing factories. Operations as a Service The emerging model in industry focuses on the service business. This model always holds true, whether the organisation develops airplanes or computers. In the manufacturing sector, such services can be divided into care and value-added services that are provided to internal and external customers of the factory. The core services customers, or the external customers, want the products that are customised to their needs, delivered on time, and priced competitively. These are commonly summarised as the major performance objectives of the operations functions: quality, flexibility, speed and price (cost of production)[1]. Value added services simply make the external customers size easier or in the case of internal customers, help them carry out their particular functions efficiently. Value added factory services can be classified into four broad categories, they are: Information: It is the ability to furnish critical data on product performance, process parameters and cost to internal groups (such as Research and Development) and to external customers, who then use the data to improve their own operation or products. For example, many companies provide quality data sheets documenting actual product testing and field quality performance to field sales and service personnel.

 Problem solving: It is the ability to help internal and external groups solve problems especially in quality. For example, a metal and fabricator company sends factory workers out with sales people to troubleshoot quality problems. This helps them join with shop floor personnel on remedial efforts. Sales support: It is the ability to enhance sales and marketing efforts by demonstrating the technology, equipment, or production system the company is trying to sell. For example, Eureka Forbes organises Kiosks in busy area to demonstrate its water purifier, vacuum cleaner and other products. Field support: It is the ability to replace defective parts quickly (for example, Caterpillar promises to make repair parts available anywhere in the world within 48 hours) or to replenish stocks quickly to avoid downtime or stock outs (for example, a retail chain is linked to its Hong Kong textile mills via a sophisticated computer system that signals factories to begin producing fast selling items as soon as weekly sales figures are collected). Value added services provided to external customers yield two benefits. Firstly, it helps them to differentiate the organisation from the competition. Indeed in many cases it is easier to copy a firms product than to create the value added service infrastructure to support. Secondly, these services build relationships that bind customers to the organisation in a positive way. The design and ongoing management of a firms operation have a significant impact on the financial success of the firm. The firms strategy is implemented with a design that is portrayed financially in the assets of the firm. Each asset - be it a plant, a warehouse, an operations centre, or the inventory carried in these facilities is owned by the firm and requires a significant investment. The firms owners and shareholders want a return on this investment. Decisions such as how big a plant should be, how many plants there should be and where to locate them and whether or not certain operations should be outsourced are major topics of operations management. Other decisions such as how much inventory is needed to meet required service levels, relate directly to the asset investment. Figure 2.1 shows the competitive dimensions of a firm.

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Q2.Explain the types of value added factory services. Explain the major competitive dimensions of operations strategy. Q3.What is the meaning of performance measure? Explain with an example. List the different types of benchmarking?

Q4.What is Flexible Manufacturing System? How does it help in improving the manufacturing process? Q5.Name and explain the different types of plant layouts by providing examples for each. Q6.Explain the ingredients of a Business Process.

Master of Business Administration - MBA Semester III OM0013 Advanced Production & Operations Management 4 Credits (Book ID: B1235) Assignment - Set- 2 (60 Marks)

Note: Each Question carries 10 marks. Answer all the questions. Q1.Differentiate between Product layout and Fixed Position layout with examples.

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Q2.What is new product development? Explain the impact of internet on new product development. Q3.What does the word TEAM stand for? What are the three essential elements in team building? Q4.List out the inventory decision rules for MRP. Explain the basic strategies for CRP. Q5.Enumerate the importance of customer population in the waiting lines. Explain the multi-server model. Q6.Analyse the difference between Mass Production and Toyota Production System.