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DRIVE-FALL
2014
PROGRAM-MBA/
MBADS/ MBAFLEX/ MBAHCSN3/ PGDBAN2
SEMESTER-II
SUBJECT
CODE & NAME-MB 0044 - PRODUCTION AND OPERATION MANAGEMENT
BK
ID-B1627
CREDIT
& MARKS-4 CREDITS, 60 MARKS
Q1. People's productivity key to Indian
manufacturing competitiveness: Boston Consulting Group
Namrata
Singh, TNN | Mar 14, 2013, 09.34PM IST
MUMBAI:
People productivity is the key to Indian manufacturing competitiveness, says a
report by the Boston Consulting Group (BCG). In most global people productivity
surveys, not only does people productivity of Indian manufacturing sector lags
developed nations such as US and Japan, but also lags in most manufacturing
sectors to China. While earlier, many explained this to differences in
technology, level of automation, etc., the report suggests such differences are
not only rapidly shrinking, but they do not fully explain the significant gaps
in productivity that exists.
Skill
gap and engagement gap are the two critical factors that explain lower people
productivity. Under gap in skill, Indian manufacturing sector faces significant
challenges in attracting quality manpower that is 'right' skilled prior to
entering the workforce. In addition, continuous skill development efforts are
required for the work force, throughout their careers, as processes and
technologies evolve.
On
the other hand, many manufacturing studies have indicated a direct correlation
between workforce engagement and productivity. For most Indian manufacturing
companies, the level of engagement and alignment with corporate vision, amongst
their union work force and contract labour is extremely low, when compared to
their global peers.
"An
improvement in people productivity can be beneficial across all levels of an
organization. At the employee level, it results in higher wages and enhanced
job satisfaction. At company level, the direct correlation between profits and
resource productivity has been established through research multiple times. And
at industry level, increased people
productivity leads to improved skills and better working environment—thus
paving the way for higher investments and faster economic growth. Therefore, it
is critical for the Indian manufacturing sector to work toward enhancing people
productivity to achieve the goals it has set for itself," the report says.
The
subject gains importance in the backdrop of a slowdown in western economic
countries and China, as well as cost increases in China. Indian manufacturing
sector stands at the cusp of a tremendous opportunity.
After reading the case study
answer the following questions:
a. What do you think are the
reasons for low people productivity in India?
b. Compare and analyze India’s
productivity with respect to other countries?
c. What suggestions do you offer to
improve the situation?
Answer.
Reasons
for low productivity in India
Skill gap and engagement gap are
the two critical factors that explain lower people productivity. Under gap in
skill, Indian manufacturing sector faces significant challenges in attracting
quality manpower that is 'right' skilled prior to entering the workforce. There are many factors responsible for the low productivity in India. Companies
with low levels
Q2.
List the elements of operations strategy. Explain any TWO elements of
operations strategy.
(Listing
the elements of operations strategy) (0.5 marks for each element))
Answer.
Elements
of operations strategy
The six elements of operations
strategy are:
1) Designing of the production
system
Q3.
What are the basic capacity (production) options a company can choose?
(Explanation
of various capacity options) 10 (2 marks for each option)
Answer.
Basic
capacity (production) options
A company can choose from the
following basic capacity (production) options:
a)
Changing
inventory levels: Under
this option the inventory is increased during periods of low demand to meet
high
Q4.
Write short notes on:
a.
Qualitative methods of forecasting
b.
Taguchi’s quality loss function
(a.
Brief explanation of any FIVE qualitative methods of forecasting, b. Taguchi’s
quality loss function)
Answer.
a.
Qualitative methods of forecasting
The different qualitative methods
of forecasting are as follows:
·
Market
surveys
·
Nominal
group testing
·
Historical
analysis
·
Jury
of executive opinion
·
Life
cycle analysis
Q5.
Describe the process of value analysis.
(Description
of the steps in the process of value analysis) 10 (2.5 marks each)
Answer.
Steps
in the process of value analysis
The process of value analysis can
be divided into the following four steps:
1. Data gathering
2. Analysis and valuation of
functions
3. Idea generation and evaluation
of substitutes
Q6.
Write short notes on
a.
Tools for implementation of operations
b.
Fixed position layout
(a.
Tools for implementation of operations, Listing and brief explanation of tools
for implementation of operations, b. Fixed position layout- explain with
examples and when to use fixed layout)
Answer.
a.
Tools for implementation of operations
Gantt charts developed by Henry
Gantt long back for the purpose of visualising the work assignments and
sequence and timings are used to record progress comparing the actual against
the planned activities and to keep track of the flow of the material. In its
simplest form, a Gantt chart consists of horizontal bar graphs on time scales.
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