BBAI202

Management Programme

Assignment No. 2
2nd Semester
2020

MBAI204: Operations Management

Shri Vaishnav School of Management

SHRI VAISHNAV VIDHYAPEETH UNIVERSITY
GRAM BAROLI, INDORE
 Assignment No.2
Course Code : MBAI204
Course Title : Operations Management
Assignment Code : MBAI202-/01/ALL/SEM - II/2020
Coverage : All Programs

Note: Attempt All and submit this assignment on April 14th, 2020 via mail at
ruchiarya@svvv.edu.in .
Instructions to Students for Completing And Submitting this Assignment

1) Number all the pages of your assignment (e.g. page 1 of 4) and write your
name and surname, enrollment number at the bottom of each page in
Footer.
2) This assignment to be presented in a typed format, on plain A4 paper/MS
Word/Notepad etc.). Unless otherwise specified, this assignment must be
completed within a limit of 2500 words (minimum) approximately.
3) A separate assignment cover, must be attached to the front of each
assignment and then convert it in PDF Form then MAIL.
4) Retain a copy of your assignment before submitting,
5) The assignment due date refers to the day up to which assignments will
be accepted for marking purposes. The deadline is 3:00 p.m. on 14 April
2020. Late assignments will be accepted, but marks will be deducted from
the maximum allotted mark of Assignment Column in your internal
marking scheme, if received after 3:00 p.m. on 14 April 2020 and up to
5:00 p.m. the following day, after which no assignments will be accepted.
6) If you fail to follow these instructions carefully, it may result in your
assignment not being marked.

Section A #TeepologyNahiChalegi
Answer the following Questions: (12 Marks Zone)
UNIT-2
FACILITIES LOCATION AND LAYOUT PLANINING
1. Explain the need & importance of Plant Location Decision and also explain the
advantages of an Ideal Plant Location.
2. Explain the factors affecting Plant Location globally and domestically.
3. Explain the selection criteria for selecting village, suburban and city site with their
drawbacks.
4. Explain different Models for Location Decisions in detail.
5. Define Plant Layout. Explain need, objectives and advantages of Plant Layout in
detail.
6. Explain the factors that affect Layout and also discuss the principles of Plant Layout.
7. Explain the different types of Plant Layout in detail with suitable diagram and example
along with Pros and Cons.
8. Discuss the methods and tools used in Plant Layout with suitable example.
9. What do you understand by Material Handling? Explain the objectives, principles and
importance of Material Handling in detail.
10. Enlist the equipments used in Material Handling with their use.
11. Explain the factors that affect Material Handling and also discuss the scope of Material
Handling.
12. What is Material Handling System? Explain different types of Material Handling
Systems in detail with suitable example.
13. Write a Short Note on the Following: Selection parameters for Material Handling
System.
14. Write down the steps to be followed in the selection and design of Material handling
Systems and also discuss the factors that affect the selection of Material Handling
Programme.

UNIT-3
RESOURCES REQUIRMENT PLANNING
1. Distinguish between:
(a) MRP-I and MRP-II
(b) MRP and ERP
(c) Short-Term Capacity Planning and Long-Term Capacity Planning
(d) Finite Capacity Planning and Infinite Capacity Planning
2. Discuss the role of MPS, MRP and CRP in RRP (Resources Requirement Planning).
3. Discuss the concept, purpose and scope of Aggregate Production Planning.
4. Explain the different types of strategies used in Aggregate Production Planning in
detail.
5. Describe the Capacity Requirement Planning Process with the flow Chart.
6. Write Short notes on
(a) Learning Curve and its Characteristics
(b) Economies of scale
(c) Rough Cut Planning
(d) Master Production Scheduling
7. Define the term “Capacity Planning” and how is it different from “Capacity
Requirement Planning’.
8. Define the term ‘Capacity’. How can it be measured? State the factors affecting
determination of plant capacity.
 UNIT-4
OPERATIONS SCHEDULING
1. What do mean by Operations Scheduling? What are the problems faced in the absence
of proper scheduling?
2. Distinguish between Forward and Backward Scheduling. Which one is better in your
opinion?
3. Describe the stages of scheduling and make diagrams where necessary.
4. Explain the main principles and guidelines for effective scheduling in detail.
5. What do you understand by Prioritization? Describe the common rules of
prioritization.
(n -jobs on single machine}
6. Write Short notes on the following:
i) Assembly Line Balancing iii) n-jobs on 2/3 Machines (Johnson’s Rule)
ii) Batch Processing iv) n-jobs on m- machines (Aker’s Algo)

UNIT-5
QUALITY MANAGEMENT
1) Describe the Statistical Process Control (SPC) Technique and the various types of Control
Charts in detail.
2) Describe the Acceptance Sampling Technique and the concept of Operating
Characteristics Curve (O.C curve) with its characteristics with suitable diagram.
3) Discuss the design of Acceptance Sampling Plans and the types of Acceptance Sampling
Plans.
4) Explain the following in detail:
(a) Quality Gurus
(b) TQM
(c) Six Sigma
(d) ISO 9000
(e) ISO 14000
5) Explain the Deming’s 7 deadly Diseases.
6) Define the term Quality. Explain the Evolution of Quality Concept and also the Evolution
of Quality Management.
 Section B # SolvethemIfUCan!?
Answer the following Questions: (24 Marks Zone)
QUESTION 1 [20]

Write a job description of no more than 400 words for an operations manager in the
catering industry. Your description must at least cover the following areas:

 Brief summary of the job (4)

 Work activities (4)
 Work conditions (6)
 Career development (2)
 Skills and qualities. (4)

You must refer to relevant websites on the Internet. Students who do not refer
to such websites will not receive any marks and mention the websites which
you referred in last (4).

QUESTION 2 [20]

The following is a summary of Volkswagen’s main divisions. Visit its corporate

website and describe the company’s three (3) core functions (4 marks each)
and its two (2) support functions (4 marks each).

 Research & Development

This is where clever minds come in: the driving force of innovation in our company.
 Product Management
Turn innovative ideas into reality.
 Purchasing
For those with a talent for negotiation: purchasing at Volkswagen ensures optimum
supply of production materials and capital equipment across the globe.
 Production & Logistics
Efficient and intelligent networking: managing our production locations worldwide is
a highly complex task.
 Quality Assurance
No compromises. Volkswagen: the benchmark for precision.
 Sales & Marketing
Inspire customer enthusiasm for Volkswagen: with a powerful image.
 Controlling & Finance
Keep the company on track: Controlling, Accounting and Investor Relations.
 Personnel
Advice, support, development opportunities: our personnel staff are always there
for our employees.
 IT & Processes
From car manufacturer to mobility provider: IT plays its part.
 Group Communications
From person to person: transparency through open communication.
 Legal Department
Between opportunity and risk: our legal experts protect our interests.

The following is one such link to Volkswagen’s corporate website:

http://www.volkswagen-karriere.de/en/what_we_do/corporate_divisions.html . or
https://www.volkswagen-karriere.de/en/unsere-bereiche.html
QUESTION 3 [20]

Select a company of your choice from the Internet and explain how it applies the five
(5) performance objectives (4 marks each).
The following document may be used as a benchmark and is for illustrative purposes
only. Do not use it in your answers.

A company should be concerned to satisfy its customers’ requirements for fast and
dependable services at reasonable prices, as well as helping its own suppliers to
improve services they offer. There are five basic performance objectives and they
apply to all types of operation:
 Quality
 Speed
 Dependability
 Flexibility
 Cost (Slack et al., 2001).

These operations performance objectives are analyzed here in accordance to TMC.

1) Doing things right by providing error free goods and services, which will satisfy
the customers, is known as ‘quality’.
According to the case study, Toyota’s vehicles consistently rank near the top
in third-party customer-satisfaction surveys. Being voted by many market
research and surveys as the car of the year for several years it shows that
Toyota has a successful record worldwide. Because of the good quality
Toyota’s success kept going, where in 1995, Toyota was the best car in the
Middle East. Also, TMC has produced good quality cars that are quiet and do
not emit unpleasant fumes, such as more than 40 emission-control systems
and dozens of technologies that have improved passenger-car safety (Ahmed,
2003, Coursework).

2) Another performance objective is speed, which means by doing things fast, to

6inimize the time between the order and the availability of the product or
service, is what gives the customer a speed advantage.
The TMC’s techniques are focused operations that reduce complexity by using
simple and small machines, which are robust and flexible. By rearranging
layout and flow to enhance simplicity improves speed of production. On the
coursework, statistics show that in the late 1980s, the output per worker was
as much as two or three times higher than US or European plants.

3) The third performance objective is dependability, which means doing things in

time for customers to receive their goods or services when they are promised.

TMC includes ‘Just-in-time’ (JIT) production system with multi-skilled workers

who work as a team, and with ‘kanban control’ has allowed them to deliver
products as promised. Improving efficiency and quality is a concern not only of
managers and technical experts but also of all employees. So, by doing this,
TMC gives a dependability advantage to its customers.
4) A clear result of responding to a dynamic environment is that organizations
change their products and services and change the way they do business.
This performance objective is known as ‘flexibility’.
Peters et al. (1998) argue that we must learn to love change and develop
flexible and responsive organizations to cope with the dynamic business
environment. In the TMC plant it means the ability to adapt its manufacturing
resources so that it can launch new models. The coursework analyses that
Toyota was able to achieve a high level of flexibility, producing relatively small
batches of different models with little or no loss of productivity or quality. TMC
during the years has provided a range of options that customers are able to
choose from.

5) One major operations objective, especially where companies compete with

prices is ‘cost’. Low price is a universally attractive objective to customers,
which can be achieved by producing goods at lower costs. In order to ‘do
things cheaply’, TMC seeks to influence the cost of goods and services, so for
the future TMC has planned to shift its production of multipurpose vehicles and
pick-up trucks to different countries around the world (e.g. Argentina, South
Africa). Also, internally, cost performance is helped by good performance in
the other performance objectives, so that TMC has managed to produce high
quality vehicles at reasonable prices.

By using and improving quality, speed, dependability, flexibility and cost

operations performance, TMC has seen global growth and a high percentage
of customer satisfaction. Because of the success of these operation
performance objectives, Japanese style (Toyotaism) of manufacturing and
product development has come to be studied and emulated around the world
(Coursework). TMC is a world leader in supply chain management, and to
keep its production at the high quality, maximum speed, on time delivery,
flexibility and at the lowest cost, TMC works with its suppliers to make sure
that they are also the best suppliers in the industry. Shifting its operations to
different countries searching for cheap inputs (raw material and labour) makes
it easier to produce products at a lower cost and good quality. Operating
continentally also gives dependability advantage to its customers by making it
easy to deliver its production in the market-place. Using these operation
performance objectives TMC has managed to keep its customers happy and
compete successfully with other companies in a global market. Analysing
these characteristics it is safe to conclude that TMC is a world-class company.

Reference:

https://en.wikipedia.org/wiki/Toyota
QUESTION 4 [20]

Select a company form the Internet and describe its operations strategy.
Is the company using a ‘top-down’ or ‘bottom-up’ strategy? Give reasons for your
choice.

Students must:
 Define operations strategy (4)
 Explain the difference between ‘top-down’ and bottom-up’ strategy (4)
 Describe a selected company’s operations strategy. (12)

Sample: Way to Answer the Questions:

Q.1 Distinguish between Classification and Tabulation. Explain the structure and
components of a Table with an example. ((Asked for 5 marks) Reference taken from my
Statistics Assignment format)
Ans.1:
Classification is a process of arranging things or data in groups or classes according to their
resemblances and affinities. Tabulation follows classification. It is a logical or systematic
listing of related data in rows and columns. The row of a table represents the horizontal
arrangement of data and column represents the vertical arrangement of data. The presentation
of data in tables should be simple, systematic and unambiguous.

Differences Between classification and tabulation

Classification
It is the basis for tabulation
It is the basis for simplification
Data is divided into groups and subgroups on the
basis of similarities and dissimilarities.
Tabulation
It is the basis for further analysis
It is the basis for presentation
Data is listed according to a logical sequence of
related characteristics

The structure and different components of a table are:

1) (Tab 1) Table number: Table number is to identify the table for reference. When there
are many tables in an analysis, then table numbers are helpful in identifying the tables.

2) (Tab 2) Title: Title indicates the scope and the nature of contents in a concise form. In
other words, title of a table gives information about the data contained in the body of
the table. Title should not be lengthy.

3) (Tab 3 & 4) Captions: Captions are the headings and subheadings describing the data
present in the columns.

4) (Tab 5 & 6) Stubs: Stubs are the headings and subheadings of rows.

5) (Tab 7) Body of the table: Body of the table contains numerical information.
 6) (Tab 8) Totals: The sub-totals for each separate classification and a general total for all
combined classes should be given at the bottom or right side of the figures whose totals
are taken. Ruling and spacing separate columns and rows. However, totals are
separated from main body by thick lines.

7) (Tab 9) Head note and Foot note: Head note is given below the title of the table and
foot note is given after the table to indicate the units of measurement of the data and is
enclosed in brackets.

8) (Tab 10) Source note: Source note indicates the source from which data is taken. The
source note related to table is placed at the bottom on the left-hand corner.

Structure of the Table:

(Table Number) TAB 1
(Title) TAB 2
(Headnote) TAB 9
Columns

Stub Heads TAB 5 Caption Caption Total

TAB 3 TAB 4 TAB 8
Stubs (Entries) ……
TAB 6 -------
Rows
…….. Body
……… TAB 7
……..
……..
Total TAB 8

(Footnote) TAB 9
Source note: TAB 10
Example of the Table:
(Table Number. 1) TAB 1
(Students’ POS Marks) TAB 2
(MARKS IN NUMBERS) TAB 9
Columns

Name TAB 5 MST-1 TAB 3 MST-2 TAB 4 Total Avg

TAB 8
SITA 15 14 14.5
GITA 14 15 14.5
Rows
RAM 14 15 14.5
SHYAM 15 14 14.5
TAB 6
Total TAB 8
(MARKS IN NUMBERS) TAB 9
MST COPIES: TAB 10
Prepared by AP Ruchi Arya