Production And Operations Management 5th Edition S N CHARY - Solutions

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What internal and external capabilities need to be in place for successful JIT?
What is the main difference between push and pull systems?
Why has inventory management emerged as strategic factor?
What comes after leanness and agility?
1 What are the major areas of responsibility for operations managers?
2 Why is it important to go beyond the organization-specific, input/processes/output model in modern-day operations management?
Why many firms struggle with forming operations strategies
How operations strategy can contribute to the firm’s overall strategy
1 What are the links between operations strategy and business strategy?
2 What are the problems that might be faced in formulating an operations strategy?
3 Why have operations and business strategies become separated in some firms?
4 Why is operations strategy vitally important in modern-day operations management?
What is the purpose of job evaluation?
Can job evaluation be alternatively called job ranking?
Is there any relation between work study and job evaluation? Is work study, in any way, useful to job evaluation?
How does one ensure that ‘job evaluation evaluates the job and not the man’?
Does the job evaluation process differ for blue collar, white collar, supervisory and managerial jobs? Discuss.
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?
What might be the objections to job evaluation from the labour unions?
Mention two possible drawbacks of the factor comparison method.
Where would collective bargaining be useful in a job evaluation programme?
Should job evaluation be subordinate to collective bargaining?
Should the frequency with which a particular skill or knowledge is required, be a criterion for job evaluation?
Find out what merit rating is and discuss the differences between job evaluation and merit rating.ASSIGNMENT QUESTION
Apply ‘Job Evaluation’ at a national level for various categories of professions. Suggest national policy measures based on your evaluation.
What are the similarities between job enlargement and job rotation?
What is the impact of technology on jobs?
‘Job redesign should take into consideration the social value systems.’ Do you agree with this statement? Why?
In attempting a job redesign in your organisation, what relevant data will you collect?How will you use it?
What are the financial implications of job redesign?
What will the implications of job redesign be for personnel policies such as selection and recruitment, promotion, etc.?
Discuss the importance of training in the context of job redesign.
As a consultant to a large government department, which is experiencing a tremendous growth in technology, with over 3 lakh employees all over India, you are contemplating a job redesign. What objections from (a) management and (b) unions do you visualise?
Herzberg mentions salary or money as a ‘dissatisfier’, whereas some people find money a good motivator. Is it possible to reconcile these two views? If so, how?
‘Productivity improvement is not a one-shot project’ Do you agree with this statement?Discuss.
What are the difficulties in measuring productivity? Discuss.
Is Total Factor Productivity a sum of all partial productivities? Explain your answer.
An electrical equipment manufacturing company manufactures AC Motors, DC Motors and Transformers. During the month of December, the production of these items in Rupee terms has been, respectively, Rs. 140 million, Rs. 250 million and Rs. 90 million. The inputs of human resources, capital, materials
How are partial productivity measures inadequate in monitoring overall productivity of a firm?
What is Managerial Productivity? Can you measure it? Discuss.
What is Sur/petition as Edward de Bono calls it? Explain.
Is there anything wrong with a problem-solving approach? Discuss the right and wrong.
What has customer orientation got to do with productivity?
What is meant by being proactive? Give two examples in the realm of productivity.
Does benchmarking help a firm to be proactive? Explain your answer. Give two examples each of the different types of benchmarking.
Can TQM, benchmarking and BPR be related exercises? Discuss the connectivities and the differences.
Discuss the role of HRD in organisational productivity improvements, particularly in the light of technological advances and automation in both manufacturing and services industries.
India prides itself on its ‘Family’ culture. Family is the anchor for the Indian society. Can this culture at home be transferred/translated to a similar culture in business/work place?Discuss.
Get information on Japanese management. How is it different from traditional Western management? What are the plus and minus points in each? Discuss.
How are society and productivity linked? Discuss in relation to the Indian situation.ASSIGNMENT QUESTION
Visit any organisation. Present a detailed report on how productivity can be enhanced by means of a Job Redesign.
What is the scope of purchasing activities? Where would you fit purchasing in the materials management function? In the organisational structure, where should purchasing be fitted:(i) in a single plant situation?(ii) in a multiple plant situation?
Elaborate on the concept of ‘materials management as a profit centre’. How would you go about operationalising it? What advantages would you expect from making it into a profit centre?
‘The role of purchasing is now one of Supply Management’. Comment on this statement.
What commonalities do you see between Value Analysis, Quality Circles and Zero Defects programmes?
Take a carton or an electric plug or some such household item and value analyse it. Indicate the procedure in detail.
What are the merits and demerits of centralised and decentralised buying? For what type of situations and what kind of materials would you prefer centralisation or decentralisation of buying?
What is ‘negotiation’ in the purchasing function?
Discuss the importance of good vendor relations. What are the plus and minus points of a multiple-source buying policy?
Does the learning curve affect ‘make or buy’ decisions? Explain.
In what type of production situations is the make or buy decision very crucial?
What is meant by purchasing at the ‘right time’? Discuss.
In an unstable market for raw materials, what type of a buying policy should be followed?
What are the typical difficulties in supply sourcing in countries like India?
What is ‘quality’ in the purchasing perspective?
What are the intangibles which vendor ratings do not usually take into account?
Would purchasing for non-profit organizations differ from purchasing for profit-making firms? How? Would purchasing in service industry differ from purchasing in manufacturing industry ? Discuss.
If a buyer is interested in minimizing the risk resulting from fluctuating market prices, what techniques should he apply?
A supplier’s latest financial statement reveals the following information:(a) Total sales: Rs 1.60 crore(b) Per cent of production capacity utilised: 80%(c) Rent, interest, depreciation, taxes, etc. add to: Rs 40 lakh(d) Total costs: Rs 1.40 crore What is the break-even point for the supplying
A specialised assembly unit is supposed to be experiencing a 90% learning curve. If the 50th assembled unit required a total of 3 hours of labour, what would be the time required for the 5th, 25th, 100th, 200th and 500th unit?
A first assembled unit costs Rs. 1000, of which Rs. 400 is labour and Rs. 600 is materials and other costs. You have agreed to a 15% mark-up on costs. What should be the agreed price for 700 units?ASSIGNMENT QUESTION
Study the purchasing function in a manufacturing or service industry. Present a report on enhancing the competitiveness of that industry through changes/improvements in its purchasing operations.
Can the cost of the material delivery be a relevant cost for the control of the inventory of the material? Explain.
What are the basic assumptions underlying the classical EOQ model? Mention a few situations where these assumptions may not be valid and therefore the EOQ model cannot be used straightaway. In such situations, check the validity of the basic concepts behind the EOQ model. How could these concepts,
What is the set-up cost in manufacture? If a number of products are produced on the same plant facility, would the set-up cost for the individual products depend upon the sequence in which the products are manufactured?
If the set-up cost does depend upon the sequencing as mentioned above, will that make a difference in the calculation of the optimal batch quantities for the joint run of these products?
If the individual batch quantities of multiple products run on the same plant facility are to be calculated individually, how will the individual set-up costs for each of the products be determined? Will it depend upon sequencing?
In a sequence A-B-C, how should the opportunity cost of set-up time be allocated to the products A, B and C? Is there any conceptual difficulty in allocating these costs? How will you take care of these difficulties and arrive at a proper set-up cost for each of the products?
Compare the order cost in a purchasing situation with the set-up cost in a manufacturing situation. Mention the similarities and dissimilarities between the two.
What are the difficulties in expressing the carrying cost of inventory as a fraction of the value of the inventory? In what situations might such an expression for the carrying cost be more useful than expressing it as cost per unit per unit time?
When a company procures a number of raw materials, what could be the problems in calculating the EOQ of individual items?
In the case where multiple number of items are procured, how would you apply the EOQ concepts to aggregate inventory control as opposed to individual items inventory control?
What is the shortage cost? Is it difficult to estimate? If so why?
In what different ways can the risk of stock-out be expressed and measured? In what way has the risk of stock-out been expressed in this chapter?
What is the function of a safety stock or buffer stock? What are all the different uncertainties against which you would like to protect the inventory?
If two raw materials R and M are required to make a product and the service level is to be 95% for the production of the product, what are the service level requirements for items R and M individually?
In a fixed order quantity model, the desired protection for the fluctuations in the consumption rates is required only for the lead time of supply of materials. Explain why this is so? How is it different for a fixed order cycle model (P-system) and why is it so?
When is the fixed order cycle model preferred? And when is the fixed order quantity model preferred? Explain.
What is lead time? What are the factors you will take into consideration while computing the lead time?
The inventory control procedure as suggested in this chapter is being followed in a company. What reactions would you expect from the Purchase Manager and from the Manager, Physical Distribution?
‘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?
How would you fit in inventory control as a part of the wider organisational strategy? Are the inventory models real optimising models?
If you have answered the above questions, explain how you would relate inventory control with purchasing, manufacturing, sales and physical distribution?
Srinivasa Iyengar’s Bakery in Bangalore makes ‘aloogedde buns’, one of its fast selling products. From the past history, Srinivasa Iyengar estimates the demand pattern to be as follows:Demand Probability of Demand 400 0.05 500 0.10 600 0.20 700 0.30 800 0.20 900 0.10 1000 0.05 The selling
Sainath Electrical Works buys electrical switches locally, for use in its assembly of a variety of electrical products. Sainath observes that the usage pattern of these bought out switches follows a normal distribution with a mean of 1000 switches per week and a standard deviation of
The buying process takes one week. The inventory holding cost is Rs. 5 per unit per year and the cost of ordering is Rs. 200/-per order. Sainath desires to allow for only 2 stock-out situations in a year. Compute the safety-stock required.
Bharati Fibre Products Limited produces a special fibre in its plant at the rate of 5000 metres per hour. The fibre is used in the other products made by Bharati, at the rate of 20,000 metres per day in an 8-hour day. The cost of fibre is Rs. 5 per metre. The inventory carrying charges are 25% and
Compute the EOQ, given the following:No. of units bought at a time Price per unit,(Rs.)less than 1000 10.00 1000 to 2999 9.85 3000 and more 9.70 The order cost is Rs. 60 per order and the carrying cost is 20% of the price. Annual requirement of the item is 10,000 units.
Velayudhan & Company (VACO) buys the following items for use in production:Price per unit (Rs.) Weekly Usage (units)Bushings 160 20 Spl. gaskets 50 30 Rings 20 180 Seals 250 20 Pins 10 75 Each of these item is bought from a different supplier. The purchase office can place only 10 orders per week.
Visit an operations facility of any manufacturing or service organisation. Study its inventory management function. Present a report on your observations and discuss possible improvements.

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Production And Operations Management 5th Edition S N CHARY - Solutions

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