Table of Contents
Operations Management Old Question Paper Year 2018 | Tribhuvan University | Program BBA
Group “A”
Brief answer questions: [10*1=10]
1) Write two differences between production and productivity.
2) Mention product development process.
3) What are the components of waiting line system?
4) Why is location decision important in an organization?
5) What is the application of duality in linear programming problems?
6) What is aggressive planning technique?
7) Give the concept of demand options in aggressive planning?
8) What are the phases of six sigma ?
9) List out the quality control tools.
10) Give the concept of quality function deployment.
Group “B”
Answer Short Questions
11) What is operation management? Describe briefly the operations and supporting functions.
12) Discuss the purpose of good layout. Explain the types of layout with examples.
13) There are four machines on which to do four jobs. The cost (Rs) of performing each job on each machine is given in the following table. Assign the jobs to each machine in order to minimize cost.
| Jobs | Machines | |||
| W | X | Y | Z | |
| A | 5 | 0 | 1 | 5 |
| B | 2 | 0 | 2 | 4 |
| C | 2 | 1 | 0 | 1 |
| D | 5 | 1 | 0 | 6 |
14) CG manufacturing company has the following unit carrying cost (Rs). Determine the optimum solution for the following problem to minimize the transportation cost.
| Sources | Destinations | Units Available | ||
| A | B | C | ||
| P | 5 | 10 | 10 | 35 |
| Q | 20 | 30 | 20 | 40 |
| R | 5 | 8 | 10 | 40 |
| Requirements | 45 | 50 | 20 | 115 |
15) What is ABC Classification? Discuss the importance of inventory. A firm with uniform demand for its product is managing its inventory system with EOQ 320 units. Number of order per year is 12 and order preparation cost is $50 per order. Find what value of holding cost adjusts this system?
16) The management of an industry is concerned about the production of a special metal screw. The data from five samples are taken with sample size four. Draw mean chart and interpret the results.
| Sample No. | Observations | |||
| 1 | 2 | 3 | 4 | |
| 1 | 0.5014 | 0.5022 | 0.5009 | 0.5027 |
| 2 | 0.5021 | 0.5041 | 0.5024 | 0.5020 |
| 3 | 0.5018 | 0.5036 | 0.5027 | 0.5023 |
| 4 | 0.5008 | 0.5034 | 0.5034 | 0.5015 |
| 5 | 0.5041 | 0.5056 | 0.5033 | 0.5017 |
Group “C”
Comprehensive Answer Questions
17) Read the following case analytically and answer the following questions.
The Ford Motor Company (commonly referred to simply as Ford) is American multinational automaker headquartered in Dearborn, Michigana suburb of Detroit. It was founded by Henry Ford and incorporated. June 16, 1903. The company sells automobiles and commercial vehicles under the Ford brand and most luxury cars under the Lincoln brand. Ford owns and operates 62 worldwide manufacturing plants, where it directly manages and control the impacts. Ford also relies on the goods and services we buy from other companies, such as freight providers and component manufacturers.
In Ford-owned and operated facilities across the globe, we manage our impacts directly because they’re under our control. However, supplier companies such as component manufacturers also have an environmental footprint. In relation to those supply chain impacts, Ford has a responsibility also to be a partner for progress without suppliers- through engagement, influence, capability building and sharing best practice. It’s the right way to create win-wins for our company, the businesses we work with, and the environment.
Ford has a five year global waste-reduction plan, which details how the company will lessen its environmental impact. Our approach is aiming for zero waste to landfill.
When a facility is given landfill-free status, it means absolutely no manufacturing waste from the facility goes to landfills. We’re focused on ensuring that even more of our plants and facilities become zero waste to landfill (ZWTL) sites, by implementing actions for waste reduction. We use life cycle assessments to understand and reduce the overall impacts of our products and the materials we use; we are developing sustainable technologies to improve fuel economy; and we’re exploring alternative fuel and power train options across our portfolio. As part of our plan, we have invested heavily in electric vehicles, providing customers with efficient, low-carbon alternatives. We are also leaders in the use of sustainable, bio-based and recycled materials, helping us to enhance fuel economy performance and end of life options.
The quality and safety of our products remain priorities of the utmost importance. We are committed to designing and manufacturing vehicles and technologies that achieve high levels of safety across a wide range of real-world conditions. We continue to get high marks in key public and private crash-testing programs, as well as in customer satisfaction and quality surveys, while our global Ford Driving Skills for Life education program is seen as an equally important contribution to road safety. Our customers know why we exist; their satisfaction is essential to our future success. Therefore, the quality of our products and services must be our number one priority, today and tomorrow”
Together, our whole Ford family- employees, contractors and dealers-is committed to delivering profitable growth for all and strengthening our local communities. As global demand for our products continues to rise, we rely ever more on the skills and talents of our dedicated employees around the world and the dealers who sell our vehicles. Our business is only as strong as the communities in which we all live and work. It is therefore in our mutual interest to support them and invest in them, through financial contributions and volunteering efforts, to improve quality of life and maintain trust. This support is aligned with our ambition to build a better world.
For decades, we have understood the important role that strong corporate citizenship plays in our success and reputation. Many consumers will only buy form businesses that they perceive to be honest and responsible, and potential employees may only consider working for such a company. Trust is the cornerstone of everything we do, and our dedication to ethical leadership, compliance practices, and corporate social responsibility continues to set us apart. This commitment to doing things “the right way” can be seen in programs across our business.
Acknowledging the efforts of our people to ensure we continue to be recognized as a good corporate citizen, Ford was once again named one of the World’s Most Ethical Companies in March 2017 by the Ethisphere Institute. This was the eighth straight year we have received the accolade the longest streak for any auto manufacturer.
Being an active and responsible member of the communities in which we operate is a core value at Ford. We demonstrate it by helping to alleviate shared social, economical and environmental problems and playing our part in creating a better world. For example, the effects of global problems like climate change show themselves in different ways and to varying degrees in different locations. At the same time, technology is accelerating the pace of change in many areas of human activity, driving fundamental shifts in consumer trends in our markets. Our corporate strategies provide a framework for regional programs that reflect this fast-moving picture at the same time as addressing local circumstances and needs. This section aims to give a flavor of material sustainability issues having an impact on our regional business units, and describes some key initiatives and programs supporting our corporate strategies.
Questions:
- Describe how supply chain in managed by Ford.
- Relate the case with the TQM approach on the basis of customer satisfaction and employee participation.
- Discuss the waste management process and environment protection issues addressed by the company.
- What are the competitive weapons and success factors of the company to sustain in the market? Explain.
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