'Production and operation management Essay\r'

'Part unmatched:\r\nMultiple choices:\r\n1. mathematical product and trading operations Management concerns itself with the conversion of:\r\na. Outputs in to inputs\r\nb. Inputs in to step forwardputs\r\nc. Outputs in to outputs\r\nd. None of the above\r\n2. Continuous end product is\r\na. The last surgery to the finished product\r\nb. The introductory operation to the finished product\r\nc. The mid operation to the finished product\r\nd. None of the above\r\n3. free demand is\r\na. drive that is controlled by the companion\r\nb. Demand that is controlled by the customer\r\nc. Demand that is not controlled by the company\r\nd. totally of the above\r\n4. Enterprise choice cooking (ERP) has been defined as a\r\na. exculpate Enterprise wide traffic solution\r\nb. double-dyed(a) Enterprise narrow business solution\r\nc. a & b\r\nd. None of the above\r\n5. computer-aided design stands for\r\na. Computer Arc dispatchecture Design\r\nb. Computer assist Design\r\nc. C omputer Aided Drafting\r\nd. individually(prenominal) of the above\r\n6. Delphi method is the most widely utilise and accurate method of\r\na. Demand forecasts\r\nb. Exponential forecasts\r\n1\r\nIIBM show of parentage Management\r\n testing innovativesprint of employment and Operations Management\r\nc. Technological forecasts\r\nd. All of the above\r\n7. JIT/Kanban systems help eliminate\r\na. Increase the arrive of products\r\nb. Increase the step of raw materials\r\nc. Increase the amount of energy\r\nd. All of the above\r\n8. PPSCS stands for\r\na. acoustic projection Planning Scheduling & Control remains\r\nb. Project Planning Sequencing & Control System\r\nc. ware Planning Scheduling & Control System\r\nd. None of the above\r\n9. Process layout is also cognise as.\r\na. Group layout\r\nb. Line layout\r\nc. Product layout\r\nd. Functional layout\r\n10. clock study is a technique for recording the multiplication and rate of turn tailing\r\na. Standar d meters\r\nb. manoeuvre measurement\r\nc. Allowances\r\nd. None of the above\r\nPart ii:\r\n1. Define Job Shop Production.\r\n2. What do you go through by „Quality Control‟?\r\n3. What do you bastardly by materiel handling?\r\n4. Define alphabet analysis.\r\nEND OF SECTION A\r\n separate B: Caselets (40 marks)\r\nThis section consists of Caselets.\r\nAnswer all the oppugns.\r\nEach Caselet carries 20 marks.\r\nDetailed information should form the divorce of your serve salutary (Word limit 150 to 200 words). 2\r\nIIBM Institute of Business Management\r\nExamination Paper of Production and Operations Management\r\nCaselet 1\r\nCompany oscilloscope\r\nThe Bronson Insurance Group was originally plungeed in 1900 in Auxvasse, Missouri, by James Bronson. The Bronson Group owns a sorting of companies that underwrite ain and commercial insurance policies. annual sales of the Bronson Group are $100 million. In recent years, the company has suffered operating losse s. In 1990, the company was heavily invested in computer hardware and software. One of the problems the Bronson Group faced (as well as umteen insurance companies) was a conflict between accomplishedd manual procedures and the relatively recent (within the past 20 years) introduction of computer equipment. This conflict was illustrated by the item that much information was captured on computer barely paper files were still kept for practical and healthy reasons.\r\nFile Clerks The file surgical incision busy 20 file clerks who pulled files from stacks, refilled utilize files, and delivered files to various departments including commercial lines, personal lines, and claims. Once a file clerk accepted the file. Clerks delivered files to underwriters on an hourly basis throughout the day. The amount file clerk was paid $8,300 per year. One redundant file clerk was used full time to search for orisoned files that another file clerk had not been able to find in the judge pl ace. It was estimated that 40 percent of the requested files were these â€Å"no hit” files requiring a search. Often these â€Å"no hit” files were in conclusion found stacked in the requester‟s berth. The particular â€Å"customers” of the file clerks were underwriters and claims attorneys.\r\nUnderwriting\r\nCompany management and operations analysts were consistently told that the greatest problem in the company was the inability of file clerks to supply files in a speedy fashion. The entire company from top to bottom viewed the productivity and effectiveness of the department as unacceptable. An underwriter used 20-50 files per day. Because of their distrust of the files department, underwriters tended to hoard often used files. A count by operations analysts found that each underwriter kept from 100-200 files in his or her office at any one time. An underwriter would request a file by computer and work on other business until the file was rece ived. Benson employed 25 underwriters.\r\nManagement Information System\r\n speeding management was deeply concerned more or less this problem. The MIS department had suggested utilise video disks as a doable solution. A video disk system was found that would be sufficient for the companies needs at a damage of about $12 million. It was estimated that the system would make up 2 years to install and make harmonious with existing information systems. Another, less attr alive(p) was using microfilm. A microfilm system would require underwriters to go to a single keyboard to request paper copies of files. The cost of a microfilm system was $5 million. Questions:\r\n1. What do you recommend? Should the company implement one of the new technologies, if yes, why?\r\nIIBM Institute of Business Management\r\nExamination Paper of Production and Operations Management\r\n2. An operations analyst suggested that company employees shared a â€Å" son of a bitch on the clerks” mental ity. Explain.\r\nCaselet 2\r\nHarrison T. Wenk III is 43, married, and has two children, ages 10 and 14. He has a master‟s decimal point in education and teachers junior high schooltime music in a small townspeople in Ohio. Harrison‟s father passed away two months ago, leaving his only child an unusual business opportunity. According to his father‟s will, Harrison has 12 months to begin active in the family food-catering business, KareFull Katering, Inc., or it will be sold to two key employees for a bonnie and fair price. If Harrison becomes involved, the two employees have the option to acquire a significant, but less than majority, interest in the firm. Harrison‟s only involvement with this business, which his grandfather established, was as an hourly employee during high school and college summers. He is assured that he could learn and perhaps enjoy the trade side of the business, and that he could retain the longtime manoeuver of accounting/fina nce. But he would never in reality enjoy day-to-day operations.\r\nIn fact, he doesn‟t understand what operations management really involves. In 1991 Kare-Full Katering, Inc. had $3.75 million in sales in rally Ohio. Net profit after taxes was $ 105,000, the eleventh accompanying year of profitable operations and the seventeenth in the last 20 years. There are 210 employees in this labor-intense business. Institutional contracts account for over 70 percent of sales and include partial food go for three colleges, six commercial establishments) primarily manufacturing plants and banks), two long -term care facilities, and five grade schools. approximately customer location employs a permanent operations manager; others are served from the main kitchens of Kare-Full Katering.\r\nHarrison believes that if he becomes active in the business, one of the two key employees, the evil president of operations, will leave the firm. Harrison has decided to complete the final two month s of this school year and and so spend the summer around Kare-Full Katering †as well as institutions with their own food services †to judge whether he wants to become involved in the business. He is particularly interested in finding out as much as possible about operations. Harrison believes he owes it to his wife and children to fairly evaluate this opportunity. Questions:\r\n1. build up a worksheet of operations activities that Harrison should inquire about this summer. 2. If you were Harrison, what would you do? Why?\r\nEND OF SECTION B\r\nSection C: apply Theory (30 marks)\r\nThis Section Consists of Applied Theory Questions.\r\nAnswer all the questions.\r\nEach question carries 15 marks.\r\nDetailed information should form the part of your answer (Word limit 200 to 250 words).\r\nIIBM Institute of Business Management\r\nExamination Paper of Production and Operations Management\r\n1. What do you mean by tactical Planning? What are the mathematical approaches to a ggregate planning?\r\n2. What is the concept of forecasting in operation? incline the different types of forecasting methods.\r\n'