FALL-2015
Get
solved assignments at nominal price of Rs.125 each.
Any
issues mail us at: subjects4u@gmail.com or contact at
09882243490
Master
of Business Administration - MBA Semester 2
MB0044-Production and Operation
Management-4 Credits
(Book
ID: B1627)
Assignment (60 Marks)
Note:
Answer all questions must be written within 300 to 400 words each. Each
Question carries 10 marks 6 X 10=60.
Q1. Write short notes on:
· Outsourcing strategies for capital
productivity
· Implementation of operations
· Basic competitive priorities
· Market survey method of forecasting.
Answer. Outsourcing strategies for
capital productivity:
Capital
Productivity is Capital deployed in plant, machinery, buildings, and the
distribution systems as well as working capital are the components of the cost
of manufacturing. Outsourcing strategies when capacity requirements are
determined, it is easy to figure out whether some goods or services can be
outsourced. Outsourcing can reduce the capital and manpower requirements. Further,
outsourcing also helps
Q2. “Gujarat’s emergence as an auto hub
is a positive for the economy Saturday, 17 September 2011 - 8:00am IST | Place:
Mumbai | Agency: DNA
Several
domestic and foreign auto manufacturers have either announced plans to
establish manufacturing plants in Gujarat or are considering it as a possible location.
Those establishing the plants include the US-based Ford Motor and PSA Peugeot
Citroen from France, joining India’s Tata Motors, General Motors of US,
Bombardier of Canada and Asia Motor Works (AMW), a heavy commercial vehicle manufacturer.
Auto ancillary hubs, which are critical for a thriving auto hub, are located in
Rajkot, Ahmedabad and Vadodara, and more to come in Kutch and Sanand districts.
A precision engineering park is planned to come up in Dahej.
Domestic
companies that are considering to enter Gujarat, with the exception of Maruti
Suzuki, include Hero MotorCorp (formerly Hero Honda), Bajaj Auto and Hindustan
Aeronautics Ltd (HAL), a public sector company specialising in production of
aircraft and helicopters. (Recently Maruti
Gujarat’s
auto hub thus goes beyond the production of cars. The mix of domestic and
foreign auto companies also provides opportunities for skills transfer and
learning.
Total
installed capacity of Tamil Nadu, mainly around Chennai, is 1.28 million units,
and is among the top 10 centres globally for car manufacturing, while that of
Maharashtra, mainly around Pune, is 0.61 million units. With the entry of Ford
and Peugeot, Gujarat’s production capacity, mainly around Sanand, is projected
at 0.76 million by 2014. This will rise significantly if Maruti’s production,
largely for export, comes on stream.
Gujarat’s
currently established but relatively mid-sized auto ancillary units are getting
a boost from these automakers, referred to as OE (original equipment)
procedures, asking their tier I, II and III vendors to locate manufacturing and
assembly facilities in and around their main production sites. Tata, for
example, is encouraging and facilitating key vendors to locate to Sanand and
set up a facility within a reasonable time horizon.
Gujarat’s
emergence as an auto hub is not an accident, but an outcome of leveraging its
strengths through sound economic policies and competent management by the state
government.
Gujarat
has leveraged its locational advantages, with relatively low transaction costs
for accessing markets in the western and northern India. Good rail connectivity
is slated to improve significantly with the opening of the dedicated freight
corridors to Dahej and Nhava Sheva passing through large parts of Gujarat.
Sanand is also a part of the Delhi-Mumbai Industrial Corridor (DMIC), a
multi-billion dollar India-Japan initiative. The Delhi-Mumbai freight corridor
project will provide excellent rail connectivity for the auto sector in Sanand
and for other industries.
Gujarat’s
port development initiatives are closely coordinated with rail transport. These
provide access for exports to the West, a favoured market for Indian OE. Since
2009, Maruti has been shipping cars by rail from Manesar to the Mundra Port,
where there is a roll-on-roll-off (RORO), terminal for receiving and prepping
new cars for exports. Korean automakers are also exploring this option.
Gujarat’s
port development also could permit economical transportation to other off, thus
diversifying transport modes.
Developing
domestic and international financial services, improving road and air
connectivity and focusing on affordable housing and other amenities could
further add to Gujarat’s locational advantage.
One
of the advantages of Gujarat is the larger share of non-fertile agricultural
land. This potentially makes managing the requirements of industry for land
easier. Gujarat Industrial Development Corporation (GIDC) deserves credit for
turning the above potential into actual accomplishments.
As
many of the established tier I, II and III manufacturers in Tamil Nadu and
Delhi are faced with space and environmental constraints in expanding their
operations in their historic sites, they are exploring alternate avenues.
Gujarat’s land bank could thus be an attractive factor.
Sanand
is a part of special investment region, which permits firms investing there to
avail various fiscal and non-fiscal benefits, reducing project costs, including
time for completing the project cycle.
The
Gujarat government recognises the importance of overall conducive investment
environment in attracting investments rather than merely relying on tax
incentives. This policy lesson is applicable to the investment and
manufacturing zones (NIMZs) under the national manufacturing policy (NMP) which
is being finalised. It envisages around five greenfield integrated industrial
townships.
Another
noteworthy policy initiative is establishment of an automotive skills
development institute at Sanand on a public private partnership basis by
Gujarat government and Peugeot Citroen. This approach to human capital
development will serve, India, Gujarat and the new entrants well as they will
have access to a younger work force, well trained in modern manufacturing
techniques with skills honed around the productivity needs of the future.
There
are several reasons why Gujarat’s emergence as an auto hub is a positive for
India’s economy. First, the auto sector is a mother industry and for every
direct job in the OE, minimum 5-7 indirect jobs are created in tier I, II and
III, not including jobs for drivers, service station attendants and mechanics
that form a well paying proposition for many relatively less skilled, but aspiration
Indians.
Secondly, importance of
transport equipment, which includes all types of motorised vehicles, in India’s
trade has been increasing. Its share in India’s exports rose from 2.3% in
2000-01 to 7.8% in April-February 2010-11; while the corresponding share for
imports soar from 1.4% to 2.5%. The emergence of Gujarat as an auto hub is
expected to assist in India’s external trade in transport equipment as exports
are likely to constitute a significant proportion of autosector’s output from
Gujarat.
Many European OE are
building their design and engineering back offices in India, providing job
opportunities for the design, hardware and software engineers. This will help
India to develop a niche position globally and diversify its export basket.
Thirdly, healthy
competition among auto hubs in Tamil Nadu, Maharashtra and Gujarat will be a
positive for the manufacturing productivity. This is because such competition
will mitigate against complacency by each of them and contain costs.
Finally,
it would assist India in progressing towards the goal of increasing the share
of manufacturing in GDP from 16% in 2010 to 25% by 2022. It could also assist
in India’s international competitiveness in manufacturing as PTAs (preferential
trade agreements) with economic partners with strong manufacturing sectors,
such as China, Japan, and Korea, are implemented.”
Question: Evaluate the factors that
favour Gujarat as a location for manufacturing automobiles.
Answer. General factors that favour
Gujarat as a destination for automobile manufacturing
Importance
of transport equipment, which includes all types of motorised vehicles, in
India’s trade has been increasing. Its share in India’s exports rose from 2.3%
in 2000-01 to 7.8% in April-February 2010-11; while the corresponding share for
imports soars from 1.4% to 2.5%. The emergence of Gujarat as an auto hub is
expected to assist in India’s external trade in transport equipment as exports
are likely to constitute a
Q3. Write short notes on:
· 5Ss system of waste elimination
· Scheduling in services
· Vendor managed inventory
· Subcontracting capacity (production)
option
Answer. 5 Ss system of waste
elimination:
The
5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize
(Seiketsu), and Sustain (Shitsuke), provide a methodology for organizing,
cleaning, developing, and sustaining a productive work environment. In the
daily work of a company, routines that maintain organization and orderliness
are essential to a smooth and efficient flow of activities. This lean method
encourages workers to improve their working conditions and helps them to learn
to reduce waste, unplanned downtime, and in-process inventory
Q4. Describe the post implementation
review of a project. Explain the tools that may be considered for post
implementation review.
Answer. "Completing
a project" is not the same thing as ending the project management process.
Simply finishing doesn't ensure that the organization benefits from the
project's outcome.
For
example, after completing a yearlong project to establish a new quality
management process for your organization, you want to make sure that what you
set out to do was actually achieved. Your objective wasn't to simply deliver a
Q5. Explain the steps to set data in
logical order so that the business process may be defined. List the ingredients
of a business process.
Answer. Logical Process Modelling
It is
the representation of putting together all the activities of business process
in details and making a representation of them. The initial data collected need
to be arrange in a logical manner so that, links are made between nodes for
making for the workflow smooth. The steps to be followed to make the work
smoother are given below:
Q6. Describe the dimensions of quality.
Answer. Dimensions of quality
1. Cognitive challenge of the task
This
dimension describes the level of thinking required for students to complete the
task. Specifically, it describes the degree to which students have the
opportunity to apply higher-order reasoning and engage with grade-appropriate academic
content material.
For
example, an assignment given a high score for cognitive challenge might require
students to synthesise ideas, analyse cause and effect, and/or analyse a
problem and pose reasonable solutions using content-area knowledge (eg, comparing
themes from different books, etc). An assignment given a low score on this
dimension, in
FALL-2015
Get
solved assignments at nominal price of Rs.125 each.
Any
issues mail us at: subjects4u@gmail.com or contact at
09882243490
No comments:
Post a Comment