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business
production and operations management

Production And Operations Management 3rd Edition Panneerselvam - Solutions

Reread the Counterpoint box that claims that how a business responds publicly to complaints or criticisms can easily descend into cliché. How valid are such views, and what could companies do to prevent their replies becoming meaningless?
How might public service guarantees (service guarantees issued by public, rather than private, organisations) need to differ from normal commercial ones?
Viz2XHealth was a business-to-business healthcare IT company based in Dubai, serving major hospitals in the Gulf States. Its system allowed health staff to access and interrogate multiple systems from one, user-friendly interface. But it had a problem.Everything we have ever done and worked for is
Froden is a leading international retailer selling clothing and accessories, with stores around the world. The countries from which it sources its products include Sri Lanka, Bangladesh, India and Vietnam. It was shocked when a British newspaper reported that an unauthorised subcontractor had used
What would be the impact of offering a guarantee on the service that you personally provide?
How would you respond to this letter?
To be able to explain what is benchmarking
To be able to identify some ways in which benchmarking can help organisations improve their performance
To be able to list the different types of benchmarking
To be able to identify the key steps organisations can take to implement benchmarking
To be able to discuss how quality awards and academic studies help with benchmarking
Select a process you are involved in, such as‘being taught’, ‘cooking a meal’, ‘cleaning’, etc.What might be the benefits of benchmarking this process and with whom could you compare your performance? How would this lead to the benefits identified?
Haven is a charity providing refuge and safe houses for parents and children who have been subject to domestic abuse. The charity is based in the south-west of England. Most of the revenue funding for the charity comes from Haven’s 14 charity shops. One of the problems encountered in the shops is
Viola Media, run by Violet Lesseps, had developed a specialisation in videography for festivals, arts and outdoor events when it won a contract to provide videography support for the production of online Masters degrees at a UK university.Violet knew that the work would be interesting but
Re-read the ‘Acuity and HouseMark’ case example earlier in the chapter. The example refers to ‘benchmarking clubs’. The benefits of these clubs are mostly obvious, but what might be the‘dis-benefits’? How would you counter these disbenefits?
A problem in large service organisations is that knowledge is often ‘siloed’ in regions, or functional departments. Internal practice benchmarking can be difficult because experience is inaccessible to many employees. This situation can be a real headache for managers who need to ‘onboard’
What is the purpose of benchmarking?
What advice would you give to Arnab Mondal?
10. Match the statement/observation with the interpreted need.(a) (a)-(iii),(b)-(i), (c)-(iv), (d)-(ii) (b) (a)-(iv),(b)-(iii),(c)-(i),(d)-(ii) (c) (a)-(ii), (b)-(iv),(c)-(i), (d)-(iii) (d) (a)-(i),(b)-(iii), (c)-(ii), (d)-(iv) Statement/Observation (a) The user couldn't sit properly at the (i)
1. According to QMS, "what major corporations did in process improvement?"Quality Management Systems (QMS) is a principal company in Value Creation Partners. The company is a consulting company in the field of process improvement techniques such as lean, six sigma, reengineering, and continuous
2. What are the most important design principles?Quality Management Systems (QMS) is a principal company in Value Creation Partners. The company is a consulting company in the field of process improvement techniques such as lean, six sigma, reengineering, and continuous improvement techniques. The
1. Aesthetic design of a product is concerned with: (a) Designing the performance characteristics of a product (b) Designing the operational aspects of the product (c) Decreasing the manufacturing cost of the product (d) Designing and modelling the final shape around the basic skeleton of the
2. The emphasis of customized product and process design is on: (a) Quality and on-time delivery (b) Reducing costs (c) Production of large volumes (d) Mass production
3. What are the basic principles of process design? (a) Suitability (b) Cumulative in effect (c) Attention by management (d) All of these
4. Which one is the correct sequence of an effective process design? (a) Customer involvement, vertical integration, process structure, resource flexibility (b) Process structure, customer involvement, vertical integration, resource flexibility (c) Vertical integration, resource flexibility,
5. Which one is the correct sequence of process analysis? (a) Document process, define scope, evaluate performance, identification of opportunity (b) Evaluate performance, define Scope, identification of opportunity, document process(c) Identification of opportunity, define Scope, document process,
6. In a process flow chart, the symbol "O" indicates: (a) Operation (c) Inspection (b) Transportation (d) Delay
7. In a process flow chart, the symbol "□" indicates: (a) Operation (c) Inspection (b) Transportation (d) Delay
8. True or False: (a) Process flow charts are the graphic representations of the sequence of all operations. (b) Suitability is one of the basic principles of process design. (c) Customer involvement is the first step for effective process design.
1. How does a company decide what to produce in-house and what to outsource?
2. Make a service process chart for the banking sector.
3. How will you define flexible manufacturing system? What are its different levels? Explain the advan- tages and disadvantages of implementing FMS.
4. Compare McDonald's old and new processes for making hamburgers. How valid is McDonald's claim that the new process will produce fresh hamburger for the customers?
5. Explain how a flexible manufacturing system differs from a job shop and from an assembly line system.
6. Explain the Kudos Process Development Model.
7. What is process design? Explain the cycle for analysing the process design.
A consists of interrelated activities which are to be executed in a certain order before the entire task is completed.(a) Work piece (b) Project(c) Technique (d) None of the above AppendixLO1
In notation of network construction, tasks are placed on arrows.(a) AON (b) AOP(c) AOA (d) None of the above AppendixLO1
In notation of network construction, tasks are placed on nodes.(a) AON (b) AOP(c) AOA (d) None of the above AppendixLO1
For project management, is the most suitable notation.(a) AON (b) AOP(c) AOA (d) None of the above AppendixLO1
In , probabilistic aspect of time duration of the activities are considered.(a) CPM (b) PERT(c) CERT (d) XERT AppendixLO1
In , the time durations of the activities are deterministic.(a) CPM (b) PERT(c) CERT (d) XERT AppendixLO1
In , an attempt will be made to reduce the project completion time earlier than the normal project completion time.(a) CPM (b) PERT(c) Network crashing (d) Resource allocation AppendixLO1
In , the peak manpower requirement is minimised without extending the project completion time.(a) Resource allocation (b) PERT(c) Network crashing (d) Resource levelling.AppendixLO1
In , the peak manpower requirement is limited to the given constraint on the manpower availability.(a) Resource allocation (b) PERT(c) Network crashing (d) Resource levelling AppendixLO1
In , in the process of limiting the peak manpower requirement to the given constraint on the manpower availability, the project completion time may be extended beyond the original completion time.(a) Resource allocation (b) PERT(c) Network crashing (d) Resource levelling AppendixLO1
The duration of any dummy activity in a project network is(a) Infinity (b) A very large value(c) Zero (d) None of the above AppendixLO1
No two activities should have the same starting and ending nodes.(a) Serial (b) Parallel(c) Both (a) and (b) (d) None of the above AppendixLO1
If any two parallel activities are having the same start and end nodes, then activity is to be inserted to avoid such occurrence.(a) Real (b) Dummy(c) Leading (d) None of the above AppendixLO1
The beginning of an activity is called(a) Head (b) Tail(c) Leg (d) None of the above AppendixLO1
The end of an activity is called(a) Head (b) Tail(c) Leg (d) None of the above AppendixLO1
In path, an activity may be preponed or postponed.(a) Normal (b) Non-critical(c) Critical (d) None of the above AppendixLO1
In network crashing, if more than one critical path exists, then for further crashing, one activity from each critical path to be selected with the cost slope.(a) Maximum (b) Minimum(c) Average (d) None of the above AppendixLO1
The formula for total float of the activity i — j is(a) TF,:i = LCi + ESi — Du (b) TF,j = LCi — ESi + Du(c) TFu = LCi — ESi — Du (d) None of the above AppendixLO1
The formula for free float of the activity i — j is .(a) FF, ES, = ES; - Dij (b) FF = ES; ES; - Dij - (c) FF=ES, ES; + Dij (d) None of the above.AppendixLO1
The expected duration of an activity in project management is given by the formula.(a) (a + 4m + b)I6 (b) (a + 6m + b)/4(c) (a + m + b)I6 (d) None of the above AppendixLO1
The variance of an activity in project management is given by the formula.(a) (a — b)2I4 (b) (b — a)2/6(c) (b + a)216 (d) None of the above AppendixLO1
In the Gantt chart for project management, the dummy activities will be represented(a) Horizontally (b) Vertically(c) Both (a) and (b) (d) None of the above AppendixLO1
In project network crashing, the formula for compression limit is(a) max {Crash limit, Free float limit}(b) max {Average of expected durations, Free float limit}(c) min {Crash limit, Free float limit}(d) None of the above AppendixLO1
Crash limit is the difference between the duration and the crash duration.(a) Current (b) Original(c) Extended (d) None of the above AppendixLO1
In the step of determining free float limit, the duration of each non-critical activity is subtracted by period(s).(a) One (b) Two(c) Three (d) Four AppendixLO1
The cost slope in network crashing is determined using the formula(a) (Tn — Tc)I(Cc — c„)(c) (c„ - CAT, — Tn)AppendixLO1
GERT is applied to(a) Deterministic(c) Both (a) and (b)AppendixLO1
In GERT, transmittance(a) Node(c) Arc AppendixLO1
GERT means(a) Geographical elevation and review technology(b) (C, — Cn)1(7', — Tc)(d) None of the above networks.(b) Stochastic(d) None of the above means(b) Network(d) None of the above(b) Graphical evaluation and review technique(c) Geon ethane rare treatment(d) None of the above AppendixLO1
is relatively easier to do.(a) Resource levelling (b) Resource allocation(c) Resource routing (d) None of the above.AppendixLO1
In project management, ESS means(a) Earliest start schedule (b) Easy solving solution(c) Early shipping system (d) None of the above AppendixLO1
In project management, LSS means(a) Latest start schedule (b) Least solving solution(c) Late shipping system (d) None of the above AppendixLO1
InstaPlan is a software.(a) Line balancing (b) LOB(c) Project management (d) None of the above AppendixLO1
is a project management software.(a) ARENA (b) YOJANA(c) SPSS (d) None of the above AppendixLO1
The moment generating function of the time associated with a node if it is realised is a measure of performance of(a) CPM (b) PERT(c) GERT (d) None of the above.AppendixLO1
Explain different phases of project management.AppendixLO1
Distinguish between CPM and PERT.AppendixLO1
Discuss the guidelines for network construction.AppendixLO1
Explain the trade-off in network crashing.AppendixLO1
Distinguish between resource levelling and resource allocation.AppendixLO1
A construction company has listed down various activities that are involved in constructing a building. These are summarized along with immediate predecessor(s) details in the following table. Draw a project network for the above project.Immediate Activity Predecessor(s)A —B —C A D A E A,B F
Consider the details of a project as shown below:(a) Construct the CPM network.(b) Determine the critical path.(c) Compute total floats and free floats for non-critical activities.Immediate Duration Activity Predecessor(s) (Months)A — 4 B — 8 C — 5 D A 4 E A 5 F B 7 G B 4 H C 8 I C 3 J D 6 K
The activities involved in Alpha Garment Manufacturing Company are listed below with their time estimates. Draw the network for the given activities and carry out the critical path calculations.Description Duration Activity Predecessor(s) Immediate (Days)A Forecast sales volume — 10 B Study
A construction company has listed down various activities that are involved in constructing a community hall. These are summarized along with immediate predecessor(s) details in the following table.Details of Activities and Immediate Predecessor(s)Activity Description Immediate Predecessor(s)A Plan
Consider the following data summarizing the details of a project involving 14 activities.Project Details Immediate Duration Activity Predecessor(s) (Months)A — 2 B — 6 C — 4 D B 3 E A 6 F A 8 G B 3 H C,D 7 I C 2 J E 5 K F,G,H 4 L F,G,H 3 M I 13 N K 7(a) Construct the CPM network.(b) Determine
Consider the following table summarizing the details of a project involving 11 activities.Details of Project Activity Predecessor(s)Duration (Weeks)a A — 6 7 8 B — 1 2 9 C — 1 4 7 D A 1 2 3 E A, B 1 2 9 F C 1 5 9 G C 2 2 8 H E, F 4 4 4 I E, F 4 4 10 J D, H 2 5 14 K I, G 2 2 8(a) Construct the
Consider the following data of a project.Activity Predecessor(s)Duration (Weeks)a A — 3 5 8 B — 6 7 9 C A 4 5 9 D B 3 5 8 E A 4 6 9 F C,D 5 8 11 G C,D,E 3 6 9 H F 1 2 9(a) Construct the project network.(b) Find the expected duration and variance of each activity.(c) Find the critical path and
Consider the following table summarizing the details of a project.Duration (Weeks)Activity Predecessor(s) a m b A — 4 4 10 B — 1 2 9 C — 2 5 14 D A 1 4 7 E A 1 2 3 F A 1 5 9 G B, C 1 2 9 H C 4 4 4 I D 2 2 8 J E, G 6 7 8(a) Construct the project network.(b) Find the expected duration and
Consider the data of a project as shown below.Activity Normal Time(Weeks)Normal Cost(Z)Crash Time(Weeks)Crash Cost(Z)1-2 13 700 9 900 1-3 5 400 4 460 1-4 7 600 4 810 2-5 12 800 11 865 3-2 6 900 4 1130 3-4 5 1000 3 1180 4-5 9 1500 6 1800 If the indirect cost per week is Z 250, find the optimal
Consider the following data of a project.Activity Normal Time(Weeks)Normal Cost(Z)Crash Time(Weeks)Crash Cost(!)1-2 7 600 4 840 1-3 11 200 9 First week: ! 70 Second week: Z 80 2-3 10 800 8 1000 2-4 6 500 4 760 2-5 16 100 9 380 3-4 6 200 4 360 3-5 9 500 4 960 4-5 8 300 5 500 If the indirect cost per
Consider the data of a project as shown in the following table. If the indirect cost per week is 300, find the optimal crashed project completion time.Activity Normal Time(Weeks)Normal Cost(Z)Crash Time(Weeks)Crash Cost(!)1-2 8 800 5 950 1-3 5 500 3 700 1-4 9 600 6 1050 2-5 10 900 8 300 3-5 5 700 3
Consider the following problem of project scheduling. Obtain a schedule which will minimize the peak manpower requirement and also smooth out period to period variation of manpower requirement.Activity Duration(Weeks)Manpower Requirement 1-2 4 9 1-3 8 5 2-3 10 7 2-4 6 6 3-4 9 8 3-5 5 12 4-5 7
Consider the problem of project scheduling as shown in the following table. Obtain a schedule which will minimize the peak manpower requirement and also smooth out period to period variation of manpower requirement.Duration Manpower Activity (Weeks) Requirement 1-2 5 8 1-3 4 10 1-4 6 8 2-4 10 10
Consider the problem of project scheduling as shown below. Obtain a schedule which will minimize the peak manpower requirement and also smooth out period to period variation of manpower requirement.Duration Manpower Activity (Weeks) Requirement 1-2 8 7 1-3 6 13 1-4 8 9 2-4 12 11 2-5 4 6 3-5 4 3 4-6
Consider the network scheduling problem as shown below.Duration Manpower Activity (Months) Required 1-2 5 12 1-3 6 4 2-3 8 6 2-4 7 3 3-4 4 8 Schedule the activities of the project with a maximum limit on the manpower requirement as 12.AppendixLO1
Consider the network scheduling problem as shown in the following table.Duration Manpower Activity (Months) Required 1-2 6 10 1-3 4 6 1-4 9 8 2-6 5 4 3-6 8 7 4-6 2 5 6-7 7 4 Schedule the activities of the project with a maximum limit on the manpower requirement as 15 AppendixLO1
Demonstrate the concept of resource allocation with a suitable example.AppendixLO1
List different project management softwares and briefly discuss the features of any one of them.AppendixLO1
Illustrate the construction of GERT network with an example.AppendixLO1
deals with the techniques to ensure the best possible use of human, machine and materials resources in carrying out a specified activity.(a) Ergonomics (b) Work study(c) QFD (d) None of the above AppendixLO1
is concerned with finding the facts about a situation and affects a critical examination of these facts, developing a new and better method of doing that work.(a) Time study (b) Method study(c) Six-sigma (d) None of the above AppendixLO1
is concerned with the establishment of time standards for a qualified worker to perform a specified job at a defined level of performance.(a) Flow process chart (b) Method study(c) Time study (d) None of the above AppendixLO1
precedes examine step of the method study.(a) Develop (b) Install(c) Record (d) Maintain AppendixLO1
In , only operation and inspection are shown.(a) Flow process chart (b) Multiple activity chart(c) Cyclegraph (d) Outline process chart AppendixLO1

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