PU Exam Questions Section A: Very Short Answer Questions [10*2] ‘, |uempt ALL the questions: Explain the concept of operations management. Explain the concept of JIT Production system. What is ERP? What do you mean by Job shop technology? What do you mean by robust design? What do you mean by competitive advantage? a Define TOM. Write about bullwhip effect What is Kanban? What is service blue printing? 9 Section B: Descriptive Answer Questions * {ttempt any SIX questions [ox10) [1. Define operation system. Explain the most recent trends of operation management in Nepal. 2. Six Jobs are to be processed through a two steps operation. The first operation involves sanding and i | thesecond involves painting. Processing, times in days are as follows: feel Job ‘Sanding (days) Painting (days) A 10 5 B 7 4 veh c 5 7 D 3 8 E 2 6 F 4 3 — total completion time (day's) being taken every e control or not, = (i) optimal schedule ts for the following data in which samples of 4 hhether the production seems to be under th Apply Johnson's rule and calculate: Construct the mean and range char hour. Comment on your result w! assuming that the data are given below: 1 Fuel Ee 4 5 1 42 39 41 69 61 > 65 “4 50 89 78 3 7 80 68 a 4 4 78 81 77 98 50 = 2282 ain stages of vendor selection process. roximately 600 base of soap each day’ and stunt Lead time for soap delivery is normally distributed with a mean of si days and standard deviation of two days. Ifa service level of 90% is desired. Find the ROP. What factors you will be considered before choosing the best capacity decisions? Section C: Case Analysis and answer the questions that follow: f the most successful examples of supply has worked to convert many obstacles into opportunities. bout 20 global suppliers. They all function in a seamless jous night, in a two-three hour features that make the From the table n= 4, Az = 0.729, Dy = 0, Ds the supply chain management. Also exp! Explain the preceding example uses app' The Annapurna Hotel in this tends to be fairly con: Read the following case below ol Maruti Suzuki Limited is one of chain management in the Indian automobile sector. Over the years it Maruti has around 246 local suppliers and a manner. The company strictly receives its supplies ordered the previ sari neat day than an initial 30 days supply period. Some of the salient ‘Scanned with CamSeannet378 Appendix | in of Maruti effective are summarized below. Maruti was set up in the 1980s. Many of Seeuis label as et up joint ventures in the northern region of India. While setting up plant, the govemment had approved of manufacturing only on condition of localization o) components. Maruti used this by scouting for entrepreneurs and turning them into vendor, facilitating loans, licenses, technical know-how and even location in a phased manner. Of the 3 suppliers, Maruti has joint ventures with 14 of them and hold strategic equity stake to have a say i production and quality issues. : Maruti, however, was not satisfied with the delays in production due to the time lag in supplies. Th company had adopted the Japanese system, just -inctime to achieve higher operational effiiencie and reduce inventory carrying cost. Maruti Suzuki has adopted the e-Nagare system of electron, flow which has completely transformed its supply Chain. To achieve JIT material supplies, th company has given preference to locally based suppliers. Over 76 percent of the company’s 2 suppliers are located within the radius of 100km. They have strategically located the suppliers bulky components such as instrument panels, fuel tanks, bumpers, seats, etc. adjacent to company's manufacturing facilities in the Supplier's Park. Maruti supports its vendors in all possible ways. This includes finding technology partners, ge financial, technical and management support and bringing transparency in its dealings. Of lat Maruti has been collaborating with its suppliers to smoothen human resource development issue which had resulted in strikes and delays. Fifty-four of the top 80 component suppliers of Maru Suzuki India compete against each other in what has been called ‘Quality Circle Competition’ and ti top three get a chance to present their cases in Suzuki's Japan facility alongside other global vendor, The idea behind the QCC was for the team from different vendors to identify, discuss and resoly any one core business issue that will add value to the overall functioning of the company, there! increasing overall efficiency. | Questions: | i, Maruti has joint ventures with 14 suppliers, what kinds of supply chain strategies it is? Expla} different others kinds of supply chain strategies too. ji, Has the implementation of quality circle affected the efficiency and responsiveness of supp! chain of Maruti Suzuki India? iii, Do you think JIT technique used by Maruti contributes to competitive advantages? iv. You must suggest how Maruti Suzuki builds the lean management system for bett T performance. 7 ir Exam 2016 Spring | Section A: Very Short Answer Questions 7 Attempt ALL the questions. hoy 1. What are the ethical challenges faced by operations managers? 2. What do you mean by competitive advantage? a 3. Whatis service blueprint? al 4. What is modular design? a 5. Enlist seven tools of TQM. | A 6. . What do you mean by Supply Chain performance? el 7. What is ERP? 8. What is operations scheduling? & 9. Explain the concept of JIT quality. ha 10. Write down two benefits of outsourcing in Nepal, \™ Section B: Descripti 7 7 Attempt any SIX questions iPtive Answer Questions [1 sy 11, Preparea flowchart and service blueprint forthe following ls a. Ahotel ° it b. The registration process at a hospital 7 Scanned with CamScanneree PU Exam Questions we 379) Following are he figure of defectives in 2 ots each containing 2,000 rubber belts 425, 430, 216, 341, 225, 322, 280, 306, 337, 305, 356, | 402, 216,264, 126, 409, 193, 326, 260, 389, 451, 420 ' Draw control chart for fraction defective and comment on the state of control of the process. |. Define the Bullwhip effect. What are the issues that need to be considered while selecting suppliers | foran effective supply chain management? How can competitive advantages be gained through operation? Illustrate with real world examples. ‘A company has five jobs waiting processing, Processing time and due dates are given in the table. Jobs Jobs processing time (days) | Job due date(days) In what sequence would the jobs be ranked according to the following rules: a. FCS b. SPT Which decision is best and why? What are the major assumption and requirement of JIT? Is JIT system possible to implement in country like Nepal? Jamuna store stocks cars. This quantity schedule is shown below. toy race cars. The store has been given a quantity’ discount schedule for these Discount Discount | Discount (x) | Discount I Number Quantity Price 1 010999 No Discount 5 2 1000 to 1999 4 $48 3 2000 Plus 5 $475 car is 55, Ordering cost is $49 per order, annual demand is 5000 race cars, The normal cost of the toy ‘as a percent of price is 20%. What order quantity will minimize the total and inventory carrying cost inventory cost? Section C: Case Analysis Read the following case carefully and answer the questions that follow. po | had worked for the same Fortune 500 company’ for almost 15 years. Although the company hal gone through some tough times, things were starting to turn around. Customer orders were up, ig duality and productivity had improved dramatically from what they had been only a few years ane ue to.a companywide quality improvement program. So it came as a real shock to Hazel and about 400 of hércoworkers when they were suddenly terminated following the new CEO’ decision to downsize the'company. , as Mier recovering, from the initial shock, Hazel tried to find employment elsewhere. Despite her ate etter eight months of searching she was no closer to finding a job than the day she started rors ae were being depleted and she was getting more discouraged. There was one bright spot, though She was able to bring, ina litle money by mowing lawns for her neighbors. She got involved quite3 by chance when she heard one neighbor remark that now that his children were on their own, quite ny around to cul the grass. Almest jokingly, Hazel was mowing the lasns of five neighbors. Other neighbors wanted her to work on their lawns, but she didn’t feel that she could 1 her job search. spare any more time from However, as th von letters began to pile up, Hazel knew she had to make'a decision. On a ee lecided, like many others in a similar situation, to go into business fo sunny Tue: : a e : ar herself-taking care 0! ood lawns. She was relieved to give up the stress of job hunting, and Hazel 1 rejecti norning, she d f neighborh ‘Scanned with CamScanner380 Appendix | ‘it spect of being completely on her own boss. But she was also fearful th sad i he ones tee daccinadtomakea goers [At first, business was a little slow, but once people realized Hazel was available, many asked her | take care of their lawns. Some people were simply glad to turn the work over to her; others switel from professional lawn care services. By the end of her first year in business, Hazel knew she cou earn a living this way. She also performed other services such as fertilizing lawns, weeding garde and trimming shrubbery. Business become so good that Hazel hired two part-time workers to ass} her and, even then, she believed she could expand further if she wanted to. Questions a. Inwhat ways are Hazel’s customers most likely to judge the quality of her lawn care services?| b. Hazel is the operations manager of her business. Among her responsibilities are forecasti inventory management, scheduling, quality assurance, and maintenance. i. What kinds of things would likely require forecasts? ii, What inventory items does Hazel probably have? iii, What scheduling must she do? What things might occur to disrupt schedules and cay Hazel to reschedule? iv. How importance is quality assurance to Hazel's business? Explain. v. What kinds of maintenance must be performed? Exam 201 Section A: Very Short Answer Questions Attempt ALL the questions: fox What do you mean by value added in operation function? Find the productivity if four workers installed 720 square yards of carpeting in eight hours. What is Robust Design? Explain the term consumer's risk and producer's risk in process control. What is Inventory decoupling? Give the concept on bullwhip effect in supply chain management. What do you-mean by critical ratio? What do you mean by safety stock? pexragsenn The design capacity for engine repair in our company is 80 engine/day. The effective capacity i engines /day and the actual output is 36 engines/day. Calculate the system utilization and sys} + efficiency of the operation department. What do you mean by Value-stream mapping? Section B: Descriptive Answer Questions ; Io 10, Attempt any SIX questions. 11, The following jobs are waiting to be sf Processed at the same machine center. Jobs are logged ast ' Duration (days) 8 16 40 : | In what sequence would the} : EDD, (€) SPT, and (4) LPT? Alt ogee anked according to the following decisions rules: a) FCFS lates i that all obs arive on day 275, Which decition ec are gy ne Planning calendar ayes tp 12. Whats operation management? Reatde 13, The maintenance department of Scanned with CamScannerPU Exam Questions 381 aes to the company fora different range of orders. I it order less than 300 uni ' aes 60, for 300 to 499 units the price is Rs. 8 and for 500 units and more Pastels er / Determine the ‘optimal order quantity. ” acon make ili bals in his New England plant, With recent increases in ics, he has Teond interest in efficiency. Eric is interested in determining the productivity of his fount fe would like to know if his organization is maintaining the manufacturing average of productivity. He has the following data representing a month from last year and an erease Jent month this year: Units produced Labor (hours) Resin (Pounds) Capital invested (6) Energy (BTU) 3,000 how the productivity percentage change for each category and then determine the ‘bor hours, the typical standard for comparison. tido you mean by vendor selection? Explain its various stages. cribe the JIT system in operation. How it will be considered as a competitive advantag try like Nepal? ibe various strategies practic improvement for ¢ in the ed by Nepalese Organization under the supply chain management. Section C: Case Analysis estions. [20] Inc, a manufacturing company producing small rubber ign and relatively easy to produce fhroughout North America with t style exists throughout «ithe following case and answer the qu in 1978 George Thrall founded Hydrolock Igaskets used in hydraulic systems. His Gaskets were simple in desi large quantities. In 1990, gross sales from servicing customers 1 ;ge quantity shipments reached $8 million. A very autocratic managemen company. Demand for Hydrolock 1 onstantly under pressure to increase output around the clock. Feld often call the home facility to determine estimated lead times for prospective orders and sximated delivery times for exiting orders. In response, production supervisors continually emphasize to employees the need for increasing output to meet demand. Inlate 1990, George Thrall encountered a new problem: an increase in customer complaints about the quality of shipments being received. Plant supervision insisted the problem was twofold and that othing could be done about either (1) workers were asked to produce at maximum efficiency, 50 quality suffered and (2) workers had absolutely no motivation for high quality performance. George decided to add a quality control analyst to the Hydrotock staf in hopes of finding and correcting the ources of customers’ dissatisfaction. his first two weeks, the quality analyst uncovered some data that production supervisors had orded two years previously. ‘Sample for 1988 No. of defectives ‘Sample sizes of 40 units The analyst began gathering ‘taken once each day for five consecutive wi ‘Sample for 1990. 1 No. of defectives 0 rapidly that the manufacturing facility is oducts has increased 5 Customers and sales personnel in the data on current production of the same Gasket. Samples of 40 units were vork days with these results.. ‘Scanned with CamScanner382 ‘Appendix ; Questions: wea a. Develop a suitable control chart for Gasket (1988) and interpret re 7 b. Using fishbone diagram, explain thecauses of quality and their e fects on existing quali problems of the company. 2 i ny apply Total Quality Management (TQM) principles? 4 Oe compa Pe oivvoeaphical elements that seem more relevant to solve exist Explain any two TQM's philosophi a quality problem of the = Section A: Very Short Answer Questions ‘Attempt ALL the questions. fo 1. Whatare the ethical challenges faced by operations managers? 2. Whatis service blueprint? 3. What do you mean by efficiency and utilization? 4. Write about continuous improvement. 5. Write about keiretsu network. 6. What is ERP? 7. Whatare the objectives of MRP? 8. Whatis robust design? 9. Define the lean management? 10. Define procedure's risk and consumer's risk. Section B: Descriptive Answer Questions Attempt any SIX questions. [6« 11. Discuss the strategic perspective of Operations Management and differentiate between operati strategy and competitive strategy. 12. From the following information given, identify optimal sequence and idle time in total from b centers using Johnson's rule. Work centre (in hours) | Work centre 2 (in hours) 2 6 4 13. What do you mean process strategies? Briefly explain product process matrix 14, Marilyn Hart is the purchasing agent for Central Valve Company, which sells industrial values uid contol devices, One of Centras mest popular values s the Wester, which has aah dlemand of 4000 units The cost of each value is $9, and the inventory carrying cost is $8. Nv ly of the costs involved in placing an order for any of the values that central st and she has concluded that the average ordering cost is $25 per order, Furthermore, it takes al working days for an order to arrive from the supplier. During this time, the den i il per wee values is approximately 80, aaa i. Whats the economic order quantity? What is the average inventory level? iii. Whats the optimal number of order per year? iv, Z hat isthe optimal numberof days between any two orders, assuming 250 working) v. Whats the total annual inventory cost? vi, Whats reorder point? 15, Ten samples of 15 parts each were taken from an ongoing proc The saftples and the number of defectives in Eatin eae ease erent ieee Scanned with CamScanneron 383 Develop a p-chart for 95% confidence level. Based on the plotted data, what comments can you make? faplain the supply chain management. Also explain three stages of vendor selection. Write note on any two of the followings: I MRP Service blueprinting Section C: Case Analysis the following case carefully and answer the questions that follow. [45] Notional Air is a competitive air - express firm with offices around the country. Frank Smith, the Chattanooga, Tennessee, station manager, is preparing his quarterly budget report, which will be "presented at the Southeast regional meeting next week. He is very concerned about adding capital Expense to the operation when business as not increased appreciably. This has been the worst first quarter he can remember: snowstorms, earthquakes, and bitter cold. He has asked Martha Lewis, field services supervisor, to help him review the available data and offer possible solutions. Service Methods National Air offers door - to door overnight air ~ express delivery within the U.S. Smith and Lewis manage a fleet of 24 trucks to handle freight in the Chattanooga area. Routes are assigned by area, Usually delineated by zip code boundaries, major streets, of key geographical features, such as the Tennessee River. Pickups are generally handled between 3:00 P.M., Monday through Friday. Driver routes are a combination of regularly scheduled daily stops and pickups that the customer calls in as heeded, These call ~ in pickups are dispatched by radio to the driver. Most call-in customers want as late a pickup as possible, just before closing (usually at 5 PM). When the driver arrives at each pickup location, he or she provides supplies as necessary (an envelope of box if requested) and must receive a completed air waybill foreach package. Because the industry is extremely competitive, a professional, courteous driver is essential to retaining customers. ‘Therefore, Smith has always been concerned that drivers not rush a customer to complete his or her package and paperwork. Budget Considerations Smith and Lewis have found that they have been unable to meet their customers’ requests for a Scheduled pickup on many occasions in the past quarter. Although, on average, drivers are net handling any more business, they are unable on some days to arrive at each location on times Smith does not think he can justify increasing costs by $1,200 per week for additional trucks and drivers While productivity (measured in shipments per truck/day) has remained flat ‘The company has ceneilhea itself as the low-cost operator in the industry but has atthe same time committed itself to offering quality service and value for its customers. iscussion Questions a. Is the productivity measure of s! that might be effective? b. What, ifanything, can be done to reduce the daily variability in pickup call - ins? Can the driver be expected to be at several locations at once at 5:00 P.M.? -e be measured? © How should package pickup performanc Are standards useful in an environment that is affected by the weather, traffic, and other tandom variables? Are other companies having similar problems? hhipments per day per truck still useful? Are there alternatives E | ‘Scanned with CamSeanner304 Appendix EEL Section A: Very Short Answer Questions Attempt ALL the questions. ° {10.9 1. What are the objectives of operation management? 2. Material delays have outinely limited production of household sinks to 400 units per day. Ifthe plant efficiency is 80%, what is the effective capacity? 3, How quality can improve profitability? nie Nv hedule? ixplain ole of Master Production Scl Saal eeae ‘onze valves on a 4 person assembly line. On a recent day 44 ‘Thapa metal work shop produces cast br em valves were produced uring an 8 hour shift, Calculate labour productivity of the line, anagement? 6. What is vertical integration in supply chain m: t 7. Write the differences between design capacity and effective capacity. 8. 9 What is the optimal level of inventory? Write about the types of scheduling 10, Write on Kanban. Answer Questions Section B: Descript ‘Attempt any SIX questions. [6x10) 11. What are the factor affecting Operation System? Explain the role of operation manager ir organization to achieve competitive advantage. 12. Company, which sells industrial values and fluid-control devices. One of Central's most popular values is the Western, which has an annual demand of 4,000 units. The cost of each value is $90 , ane the inventory carrying cost is $9. Marilyn has made a study of the costs involved in placing an orde) for any of the values that central stocks and she has concluded that the average ordering cost is $ 2: per order. Furthermore, it takes about 5 working days for an order to arrive from the supplier During this time, the demand per week for values is approximately 80. i, What is the economic order quantity? ii, Whats the average inventory level? iii, What is the optimal number of order per year? iv. What isthe optimal number of days between any two orders, assuming 250 working days pe year y. Whatis the total annual inventory cost? vi. Whats reorder point? 13. Shampoo Manufacturing Company wants that the contents of a bottle should measure 100 +/-1 ml Quantity mls From the table, for n= 6, A2= 0.483, D3 = 0, D4= 2.008 a. Construct neat and suitable control charts of m b. What points, if any, out of control? c. Comment on your result. 14, What do you understand by chain strategies? 15, Use Johnson's rule to find the optimum si processing the six jobs shown through tw. and second involves lathe. Processing tim rean and range for these given data. ly i supply chain management? Discuss about different types of SYP quence that will minimize the total completion a { ow ; ar atk centers, The first work center involves dtl F each of the work centers are in hours shown if Scanned with CamScannerPU Exam Questions Work Center I f (Drill Processing) Work Center II (Lathe) i f ‘Also show the chart of these jobs through the two work center. | 16. Write down distinguish between the product design and service design. Describe about stages of product development processes. 17. Eliminating waste is a vital part of JIT. Identify some sources of waste and how they may be eliminated. Explain it. ferent Section C: Case Analysis 8. Read the case situation given below and answer the questions that follow: [20] | World renowned Toyota Motor Corporation has a worldwide presence, with Toyota's investment in. North America alone exceeding $13 billion in 11 manufacturing plants. Toyota is at the forefront of lean firms and a showcase of JIT. Executives from all over the world make the journey to Toyota to see how JIT works. But early one Saturday morning in February, a fire roared through the huge Aisin Seiki plant in | Kariya Japan. The fire incinerated the main source of crucial brake valves that Toyata buys from Aisin and uses in most of its cars. Aisin has long been a supplier of the critical brake-fluid- proportioning (P-valves) values, supplying 99% of Toyota's requirement for the valve. About 80% of Aisin’s total output goes to Toyota. As the smoke cleared, the extent of the disaster was clear-most of the 506 special machines used to manufacture the P-valves were useless. A few might be repaired in 2 weeks, but most would need to be replaced and the lead time was 6 weeks. Both Aisin and Toyota had been operating at full capacity. Consistent with JIT practices, Toyota maintained only a 4-hour supply valve. And there were few of the valves in the closely knit network that constituted Toyota's supply chain. Depending on a single source and holding little inventory is a risk, but it also keeps Toyota lean and its costs low. The Toyota plants in Japan build 14,000 cars a day. Without that valve, production would come toa rapid halt. Moreover, Toyota production managers were dismayed to find they needed 200 variations of the P-value. Consistent with the Kesector, Toyota holds 23% of Aisin's stock and Aisin’s president is Kanshiro Toyota of the Toyota family that founded the automaker. Kosukelkebuchi, a Toyota senior managing director, was tracked down at 8 A.M. at a golf course clubhouse and given the bad news. Questio: a. Ifyou are Mr. Ikebuchi what would you do? b. What does this experience tell you about just in time? c. If you had been incharge of Chrysler JIT suppliers the morning of September 11, 2001 what actions would you have taken? Exam 2018 Section A: Very Short Answer Questions Attempt ALL the questions. [10%2] | Outline the two differences between goods and services. 4 Define agile strategies in operation. 4 What do you mean by flowcharts? | Write any four trends of operation in Nepal. } Write about different types of outsourcing, } Whats bullwhip Effect in supply chain? E ied Scanned with CamScanner10. Appendix What do you mean by ERP? Outline the different methods of scheduling. Define the meaning of capacity chunk. What do you mean by Lean Operation System? Section B: Descriptive Answer Que [6x10] Attempt any SIX questions : 11. Define the operation system. How it elated with competitive advantages? Explain. 12. 13. 14, 15. 16. 17. 18. by TQM? Explain the five tools of TQM. Geet ena eee lowing data in which samples of 4 being taken every Construct mean and range charts for the foll hour. Comment on whether the production seems to be under control, assuming that these are the Is data, 3 1 2 a2 39 4a 65 44 54 5 80 81 68 77 |, A2= 0.729, D3 = 0, D4 = 2.282) What do you mean by supply chain? Explain its components in brief. Surge Electric uses 4,000 toggle switches a year. A supplier has approached the company with following price schedule: Range (Units) Unit Price (Rs.) 28 It cost approximately Rs. 18 to prepare an order and receive it and carrying, cost are 18 percent of purchase price per unit on an annual basis. Determine the optimal order quality. Five especially jobs in a manufacturing environment must be processes through two work centers (drill press and lathe). The time for processing each job follows (all times are listed in hrs) Job Work center 2 Work Center 1 (Lathe) (Drill Press) A 2 5 B 6 3 c 4 8 D 7 10 E 7 12 Apply Johnson's rule and calculate: a. Optimal Plan Schedule b. Total Completion Time What are the major assumptions of JIT? Explain different methods to be used under minimization of waste in operation. Section C: Case Analysis Read the case situation given below and answer the questions that follow: Nepal manufacturing Company (NMC) is considerin, eu i 8 shifting some of its tradi duction system of Numerically Controlled (NC) Machines to a flexible machinie wee Ten. Is traditional numerical control machines have been operating in a high varieyy, low volume and intermittent manner. Machine utilization has been determined around 10% only. ‘The machine tools sales force and a consulting firm what to put the machines together ina FMS. They believe that Rs. 30 lakh expenditure on machinery and the transfer of machines will handle about 30% of NMC work. The firm has not yet entered all its parts into comprehensive group technology system, hut believes ‘Scanned with CamSeanneroO] Attempt any SIX questions 11. What is operation management? Explain major operational changing environment in Nepal? 12. There are five jobs in a manufacturing company being processed through two work centers (drill PU Exam Questions ey that the 30% is a good estimate. This 30% can be fitted very comfortably into a group. A reduction i requirement of resource and in the number of components of machinery should take place due : higher utilization. The firm should be able to go from fifteen to about four machines and manpower should be reduced from fifteen to as low as three. Similarly, floor space reduction will go from 20000 feet to about 6000. The output of orders should also improve with this group of components beings processed in 1 to 2 days rather than 7 to 10 days. Inventory reduction is estimated to yield onetime Rs. 7,50,000 savings and annual labour savings should be tune of Rs. 3,00,000. Although the projections look very positive an analysis of the project's return on the investment showed it to be Fetween 10% and 15% per year. This company has an expectation that the project should yield over 45% and have payback periods of substantially less than 5 years. Questions: a. Asa production manager for NMC, what do you recommend and why? b. Prepare a case by a conservative's plant manager for maintaining the status quo until returns grow substantially? Prepare the case for an optimistic sales manager, should you move ahead with the FMS or not? Section A: Very Short Answer Questions tempt ALL the questions. [10%2] Explain the meaning of Agile strategy in operation. Differentiate between production and productivity. Give the concept on bullwhip effect in supply chain management. What do you mean by Kanban? What is critical raito? The design capacity for engine repair in our company is 80 engines/day. The effective capacity is 40 engines/day and the actual output is 36 engines/day. Calculate the utilization and efficiency of the operation. Ifthe efficiency for next month is expected to be 82%. What is the expected outputs? Define robust design. What do you mean by flowchart? Explain the meaning of MPS (Master Production Schedule). What is type one error in process control. Section B:Descriptive Answer Questions [ex10] press and lathe). The time for processing, each job is as following (time in hours): : Work Center 1 Work Center 2 (Drill Press) e) Apply Johnson's Rule and calculate: a, Optimal Plan Schedule b. Total Completion Time Flow time of each job. ‘Scanned with CamSeanner— ‘Appendix in in ken on a ile part. Five samples of four being tal ema aaie process control decision. jive the weight of an aut 18; The fllowing data give the weight ofan automobile FAT random sample basis. Draw the mean an 14. Outline the major types of wastages in operation. Explain major method to be used under waste ‘management practices in operation system. : aysin Find the reorder point ifthe annual demand for a product is 12000 units operating for 300 days ina year, having a lead time of 10 days for new order to arrive. 16. Explain the concept of Outsourcing. Describe the advantages an appropriate examples. : 17. What do you mean by process strategies? Briefly explain product process matrix, Section C: Case Analysis 18. Read the case situation given below and answer the questions that follow: [20] Maruti Suzuki Limited is one of the most successful examples of supply chain management in the Indian automobile sector. Over the years it has worked to convert many obstacles into opportunities. Maruti has around 246 local suppliers and about 20 global suppliers. They all function in a seamless manner. The company strietly receives its suppliers ordered the previous night, in a two-three hour slot the next day than an initial 30-day supply period. Some of the salient features that make the supply chain of Maruti effective are summarized below. ‘Maruti was set up in the 1980s. Many of the Suzuki's global vendors set up joint ventures in the northern region of India. While setting up the plant, the government had approved of manufacturing. only on condition of localization of components. Maruti used this by scouting for entrepreneurs and turning them into vendors, facilitating loans, licenses, technical know-how and even location in a phased manner. Of the 246 suppliers, Maruti has joint ventures with 14 of them and hold strategic equity stake to have a say in production and quality issues. ‘Maruti, however was not satisfied with the delays in production due to the time lag in supplies. The company had adopted the Japanese system, just-in-time (JIT) to achieve higher operational efficiencies and reduce inventory carrying cost. Maruti Suzuki has adopted the e-Nagare system of electronic flow which has completely transformed its supply chain. To achieve JIT material supplies, the company has given preference to locally based suppliers. Over 76 percent of the company's 246 suppliers are located within the radius of 100km. They have strategically located the suppliers of bulky components such as instrument panels. Fuel tanks, bumpers, seats, etc., adjacent to the company's manufacturing facilities in the Suppliers' Park, Maruti supports its vendors in all possible ways. This includes finding technology partners, giving foak technical and management support and bringing-transparency in its dealing. OF late, aruti has been collaborating with its suppliers to smoothen ieee ahah tod meatier des, Bae eee omens CRD) Fifty-four of the top 80 component suppliers of Maruti Suzuki Indig it vats te called Cully Cie Compan (OeGraad ee tins each ter their cases in Suzuki's Japan facility alongside other global vendors. — ee ‘ea behind the Q Sea ae a different vendors to identify, discuss and resolve a ‘alue to the overall functioning of the company, thereb} increasing overall efficiency. pany, thereby Questions: a. Whatise-Negare of Maruti and how has it reduced the uncertainty in lead time? b. _ Whatis the type supply chain of Maruti? Draw its supply chain network ‘ c. How does the quality circle work in Maruti? ” d. Has the implementation of quality circle affected the effi chain of Maruti Suzuki India? 15. d disadvantages of outsourcing with iciency and responsiveness of supply ‘Scanned with CamSeannetSection A: Very Short Answer Que Attempt ALL the questions. What is operations management? Hor] Define service blueprinting. What do you mean by modular design? What is operations scheduling? List out the ways to achieve competitive advantage in operations. Write two differences between production and productivity? Define ERP. Define lean operations. Enlist seven tools of TOM. Explain independent and dgfendent demand with suitable example. ‘Section B: Descriptive Answer Questions “Attempt any SIX questions [610] Prepare a flowchart and service blueprint for the following: Ahotel ‘The registration process at a hospital jobs are to be processed through a two step operation. The first operation involves sanding, and the second involves painting. Processing times are as follows: Sanding Painting Determine a sequence that will minimize the total completion time for these jobs. Illustrate graphically. Jamuna store stocks toy race cars. The store has been given a quantity cars, This quantity schedule is shown below: Discount Discount] Discount (2%) Number Quant 1 00 999 No Discount $5 1000 to 1999 4 M8 2000 plus 5 $4.75 Tar is $5, Ordering cost is $49 per order, annual demand is 5000 race cars, ill minimize the total ‘ount schedule for these 2 3 The normal cost of the toy and inventory carrying cost as a percent of price is 20%. What order quantity wi inventory cost? 14. What do you mean by Operations Management? Explain trends in operations management in detail Scanned with CamScanner390 15. «the following table: 16, 17. 18, Appendix Five jobs are waiting to be assigned at Cozy Architects. Their work times and due dates are given in Js moow>ls Set the processing sequence according of FCFS and SPT rales. What is the difference between lean and JIT operation? Explain KANBAN 5} diagram in detail. Differentiate between backward and forward scheduling. Section C: Case Analysis Read the case situation given below and answer the questions that follow: HARD ROCK CAFE: Operations Management in Service In its 39 years of existence, Hard Rock has grown from a modest London pub to a global power managing 129 cafes, 12 hotels/casinos, live music venues, a rock museum, and a huge annual Rock fest concert. This puts Hard Rock firmly in the service industry- a sector that employs over 75% of the people in the US. Hard Rock moved its world headquarters to Orlando, Florida, in 1988 and has expanded to more than 40 locations throughout the US, serving over 100,000 meals each day. Hard Rock chefs are modifying the menu from classic American-burgers and chicken wings-to include higher-end items such as stuffed veal chops and lobster tails. Just as taste in music changes over time, so does the Hard Rock Café, with new menus, layouts memorabilia, services, and strategies. At Orlando's Universal Studios, a traditional tourist destination, Hard Rock café serves over 3,500 meals each day. The café employs about 400 people. Most are employed in the restaurant, but some work in the retail shop. Retail is now a standard and increasingly prominent feature in Hard Rock Cafes (since close to 48% of revenue comes from this source). Café employees include kitchen and wait staff, hostesses, and bartenders. Hard Rock employees are not only competent in their job skills; they are also passionate about music and have engaging personalities. Café staff is scheduled down to 15+ ute intervals to meet seasonal and daily demand changes in the tourist environment of Orlando, Surveys are done on a regular basis to evaluate quality of food and service at the café. scores are done ona 1 to7 scale, and ifthe score is nota 7, the food or service isa failure. Hard Rock is adding a new emphasis on live music and is redesigning its restaurants to accommodate the changing tastes. Since Eric Clapton hung his guitar on the wall to mark his favourite bar stool, Hard Rock has become the world's leading collector and exhibitor of rock 'n' roll memorabilia, with changing exhibits at its cafes throughout the world. The collection includes 1,000's of pieces, valued at $40 million. In keeping with the times, Hard Rock also maintains a web site, www hardrock.com, which receives over 100,000 hits Per week, and a weekly cable television program on WH-1. Hard Rock's brand recognition, at 92%, is one of the highest in the world. Questions: 2. How the objectives of Operations Management been fulfilled by Hard Rock Café? b. Explain about operation strategy that Hard Rock Café is usin, ¢. _ Explain about the scope of Operations Management covered d. Do you think Hard Rock Café is providin, quality in such organizations? ystem with suitable [20] ig for competitive advantage. in this case? ‘8 quality service? What are the determinants of ‘Scanned with CamSeannetPU Exam Questions Section A: Very Short Answer Questions > ‘tempt ALL the questions. {10*2] Find machine hour productivity if 3 machines, running 15 hours each, produced 9,000 packets of candy. Define robust design and modular design. Distinguish between design capacity and effective capacity. Explain outsourcing with suitable example. Ga rqead e orna Explain backward and forward scheduling. What are different types of inventory? Define fish bone analysis with suitable example, Write the meaning of critical ratio. Explain the role of Master Production Schedule. List out the ways to achieve competitive advantage in operations. Section B: Descriptive Answer Questions [6x10] ipt any SIX questions. Define operation management. Explain the major changing operational environment in Nepal. Five batches of jobs are to be conducted in sanding machine and painting machine Following are the processing times in hours. [sates [site order. Apply Johnson's rule and find, a. Optimal sequence of jobs b. Prepare the chart c. Total completion time d. Flow time of each job a. _ Explain various strategies practiced by Nepalese Organization in supply chain management. b. _ Preparea flowchart of the registration process at a hospital operation. 14. ABC Company used 1000 units of component to its final product annually. The new supplier of the company offers new price schedule as: Units purchase Unit price (Rs.) Less than 50 50 to79 80 to 99 100 and more The ordering cost is Rs. 12 and carrying cost is 15 percent. Determine the optimal order quantity. 15. What do you mean by process design? Also explain briefly about service process matrix with suitable figure. Scanned with CamScannerleas ues ‘Samples 18. 1e major types of wastages in operation. Explain major methods to be used under waste ph gractices in operation system. ve \e £0) ing data, four being taken from each samples of operation of materials from glue to “ YZ organizations. Prepare the mean and range chart and make necessary comment about the & control of the operations whether control or not. Observations no. 1 2 a2 6 39 “4 a1 54 69 89 ‘Section C: Case Analysis Read the case situation given below and answer the questions that follow: [20 In 2050 BS, Ms. Radhika Karki, who is an unmarried retired teacher, decided to give back to her society and her country. Having inherited the house, land and other properties from parents, and not having children to look after, she thought starting a school would be ideal thing to do with those assets, Besides, her teaching career in school would definitely come handy in running one. Thus, Parijat Viddhya Punja School was started with a vision to provide quality education to poor people's children at negligible price. Today, the Parijat team is having trouble in running the school smoothly. The school coordinator says, "School is service sector and her logistics means children coming to school for studying. Since there are a lot of street shops in this area and a lot of offices, the children of the street shopkeepers '. "The school fee can be 3 7 80 68 a1 Pre re and office helpers need a good school nearby. So our supply chain is spot o kept lower because the principal, Radhika madam, owns the premises and the school doesn't need to pay any rent". "However, the fee is so low that now we have to compete with Ratna Rajya school where teacher are paid by the government. Duc to low fee, there's no question of providing mouth- watering facilities as provided by other private schools and it is difficult to keep teachers happy as we cannot afford to match the salary given by either government or nearby private schools. That leads to frequent resignations, frequent new teachers hiring and difficulty to maintain quality education. New teachers just starting to teach are cheap but they have to be trained about teaching standards and methods and continuous supervisions is crucial in order to apply quality control, which means more expenses" "Although we attract good number of children in smaller classes, half of them leave while they reach class seven as they get attracted by the facilities of other schools. Sometimes it feels like the concept of quality education at low fee is good tune to ears, but was it an ambition too unlikely to reach"? Questions: a. How is supply chain of service organization, like Parijat School, different from supply chain of a manufacturing plant? What strategy is used by Parijat School and what are other supporting situations or activities that help in keeping that strategy working? What are the negative sides of that strategy? As an operations management expert, what suggestions would you give to the Parijat team so that they can run the school smoothly? o-@ ‘Scanned with CamSeannet