OM0013 – ADVANCED PRODUCTION AND OPERATIONS MANAGEMENT

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ASSIGNMENT

 

 

 

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.

 

 

Q.1 Write short notes on the following:

a. Types of Operational Strategies

b. Current Trends in Operations Management

c. Types of benchmarking

d. Automated assembly lines

 

Ans:  a. Types of Operational Strategies:

 

Operational strategies refers to the methods companies use to reach their objectives. By developing operational strategies, a company can examine and implement effective and efficient systems for using resources, personnel and the work process.

 

1. Corporate Strategy:

 

 

 

b. Current Trends in Operations Management:

 

Recent trends in operations management would include procurement which is choosing your vendors wisely. It also includes improving production, managing inventory, and cutting costs where possible without decreasing efficiency.

• Global Competition
• Operations Strategy
• Flexibility Cycle

 

c. Types of benchmarking:

 

a.    Strategic Benchmarking involves examining long-term strategies, for example regarding core competencies, new product and service development or improving capabilities for dealing with change.

 

b.    Performance Benchmarking (or

 

 

d. Automated assembly lines:

 

It is a type of assembly line in which the majority of the tasks are performed by automated machines. An assembly line is a manufacturing process (most of the time called a progressive assembly) in which parts (usually

 

 

Q.2 Describe Computer-Aided Manufacturing(CAM)

 

Ans :  CAM:

 

Computer-aided manufacturing (CAM) is the use of computer software to control machine tools and related machinery in the manufacturing of work pieces. This is not the only definition for CAM, but it is the most common; CAM may also refer to the use of a computer to assist in all operations of a manufacturing plant, including planning, management, transportation and storage. Its primary purpose is to create a faster production

 

 

Q.3 What are the different applications of Just In Time.

 

Ans :  Applications of Just in time :

 

1. Within a JIT system:

 

Just-in-time operation leaves suppliers and downstream consumers open to supply shocks and large supply or demand changes. For internal reasons, Ohno saw this as a feature rather than a bug. He used an analogy of lowering the water level in a river to expose the rocks to explain how removing inventory showed where production

 

 

 

Q.4 Organization: Fortune solutions

 

The market place for pharmaceutical companies is highly competitive. As a result there is a need for a flexible, accurate and responsive global planning process to support the key factors of rapid time to market, rapid response to demand changes, low costs. Each supply chain had developed its own Sales Operations planning (SOP) process making it difficult to combine and form a global view of demand and supply and to maximise sales opportunities. The requirement was to create a standard SOP process to be used at all the supply chains, incorporating company and industry best practice. The solution for this problem was developed as follows: A workshop analysed all SOP models used within the company and compared these with business requirements and best practice. As a result of combined SOP models, the organisation was able to develop a best fit SOP model that could be rolled out across the company. The workshop produced a detailed documentation which described about inputs, meeting agendas and attendees, outputs, key performance indicators for each stage of the process. A simulation of the full SOP model was developed that enabled final design improvements to be made and training of process participants and key stakeholders. This allowed a successful implementation plan to be developed. Upon implementing, the process was tried on trial run for a period of 4 months to facilitate fine tuning. The resulting SOP model was then rolled out across the company to achieve full benefits. The rapid implementation of a standardised SOP process gave immediate benefits to the fortune solutions in terms of:

• Increased customer service level and superior product availability.

• Reduced costs from higher resource utilisation, reduced waste.

• Improved cash flow due to optimized inventory and improved schedule adherence.

Give the reason for developing a standardized SOP process. How was the solution developed ? What are the benefits of a standardized SOP process

 

Ans : Reasons for developing a standardized SOP process:

 

As it is clear from the above discussion that due to high competition there is a need for a flexible, accurate and responsive global planning process to support the key factors of rapid time to market, rapid response to demand changes, low costs.

1. Rely on a phased approach :

 

SOP is much more an integrated set of business

 

 

 

Q.5 What is new product development? Explain the impact of internet on new product development.

 

Ans :  New product development:

 

In business and engineering, new product development (NPD) is the complete process of bringing a new product to market. A product is a set of benefits offered for exchange and can be tangible (that is, something physical you can touch) or intangible (like a service, experience, or belief). There are two parallel paths involved in the NPD process: one involves the idea generation, product design and detail engineering; the other involves market research

 

 

Q.6 Write short notes on the following:

a. V4L Principles

b. Demand management

 

Ans : a. V4L Principles:

 

1. Variety :

 

Variety is carefully chosen to balance market demands and operational efficiency. Awareness of the impact of variety on the market demand and on manufacturing and supply chain costs enables all the entities across the supply y chain to be considered when decisions regarding variety are being made. In one sense, variety represents a crucial

 

Demand management:

 

Demand management is the supply chain management process that balances the customers’ requirements with the capabilities of the supply chain. With theright process in place, management can match supply with demand proactively and execute the plan with minimal disruptions. The process is not limited to forecasting. It includes synchronizing supply and demand, increasing flexibility, and reducing variability. In this chapter,

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