Om rak-sbs-2 (1)

©Al Tareeqah Management Studies - 2020 1
Operations Management
SBS – MBA / MSC
Assignment –RAK- 2020
STUDENT ID
UNIT TITLE: ___________________________________________________
NAME (in Full): ___________________________________________________
GENERAL INSTRUCTIONS
● All assignments are to be submitted on 30th
July 2020 to
examinationboard@atmsedu.org cc to azrafatima@atmsedu.org and upload the
assignment on www.atmsstudentportal.com with the login credentials shared
before.
● If assignment is not submitted on date, will follow with penalty of 10% deduction
of marks for every day.
● Similarity between students work is strictly not accepted, any student found with
similar work will be graded Zero and fail for the course. However, Plagiarism is
an academic offence and will not be tolerated under SBS
● Any re evaluation request should come in one week of grade release. Any late
request will not be obliged. (Form and other details shall be shared based on
request)
● Assignment once submitted to exam board is final for marking.
Total 90 marks. 10 Marks for Class Participation.
GUIDELINES FOR ASSIGNMENT
1. If assignment is Question & Answer based then.
• Introduction is needed for each question.
• Question has to be answered based on the mark allotted for each question
with references if any idea or information is taken from other source.
2. If assignment is case based then,
• Executive summary
• Table of content
• Body of assignment (questions related to case need to be answered)
• Conclusion / Recommendation if any

• References (in-text + citation) to be used.
Total Marks / 90
PLAGIARISM
Plagiarism is a form of cheating, by representing someone else's work as your own or
using someone else's work (another student or author) without acknowledging it with
a reference. This is a serious breach of the Academic Regulations and will be dealt
with accordingly. Students found to have plagiarised can be excluded from the
program.
Plagiarism occurs whenever you do any of the following things without
acknowledging the original source:
✓ Copy information from any source (including the study guide, books, newspapers, the
internet)
✓ Use another person's concepts or ideas
✓ Summarise or paraphrase another person's work.
How do I avoid plagiarism?
To ensure you are not plagiarising, you must acknowledge with a reference whenever
you:
✓ use another person's ideas, opinions or theory
✓ include any statistics, graphs or images that have been compiled or created by
another person or organization
✓ Paraphrase another's written or spokenword.
What are the penalties?
The penalties for plagiarism are:
✓ Deduction of marks,
✓ A mark of zero for the assignment or the unit, or
✓ Exclusion from the program.
Plagiarism is dealt with on a case-by-case basis and the penalties will reflect the
seriousness of the breach.
Please note claiming that you were not aware of need to reference is no excuse.

Part A
Short Answer Questions.
Answer any 3 questions from this section - Each question contains sub questions. Total mark
for this section is 50 Marks
QUESTION 1
a. Define the term ‘Operations Management’. Discuss why is the study of Operations
Management Important for you. Give a brief note of important events that occurred past
Industrial Revolution which improved or revolutionaries Operations Functions.
b. Suppose you are working in a large manufacturing organization such as a Car
manufacturing company. What is the role and scope of production and operations management
in your company?
QUESTION 2
a. Discuss the Hill Methodology to develop Operations Strategy.
b. Name a few things/variables that we forecast. Why is Forecasting Important. How is it
related to Operations Planning? Choose a company to explain this.
QUESTION 3
a. Define the term ‘Performance Objectives”. What do the 5-performance objective mean to
i) College, ii) A Car manufacturer iii) Restaurant iv) Hospital
b. Discuss the importance of Inventory in Operations. Discuss the various costs associated
with Inventory. In the aftermath of the COVID-19 pandemic how do you think that global view
on keeping inventory change.

QUESTION 4
a) Explain Aggregate Planning. What are the basic considerations in Aggregate Planning?
Discuss the strategies of Aggregate Planning and cite industry examples where such
strategy would be adopted.
b) What is MRP. How does it integrate with Planning; show this by drawing a conceptual
diagram.
QUESTION 5
a. What do you understand by Capacity? Why is it important to take capacity decisions?
Discuss the various Strategies for Capacity Expansion.
b. Name the factors that are responsible for location of facility. Which do you think are
most important for locating a Hospital?
Part B
Answer ALL the following questions. Total mark for this section is 40 Marks
QUESTION 6
a. The forecast for five years for two products X and Y made by a company are as
follows:-
Years(‘000)
1 2 3 4 5
X 415 565 745 891 1054
Y 1000 1900 2800 3250 3640
Production of component X takes place on a machine ‘P’ of which 2 are available. The
production rate is 4,50,000 of product X per machine. The labour requirement is 2 per machine.
The product Y is made on machine ‘Q’ of which 4 are available. The production rate is 7,50,000
of product Y per machine. The labour requirement is 3 per machine. Project labour and machine
requirement for the next 5 years.

b) The processing time and due dates for 5 jobs are given as follows:-
Jobs  Processing Times (days) Due Date
(Days from present)
A 10 18
B 18 25
C 8 13
D 20 30
E 7 14
Find out average flow/wait and average delay by using the i) FCFS Rule ii) shortest processing
(operating) time rule iii) earliest due date rule
QUESTION 7
a. The desired daily output for an assembly line is 360 units. This assembly line will
operate 450 minutes per day. The following table contains this product’s task times and
precedence relationships:-
TASK
TASK TIME
(Seconds)
IMMEDIATE
PREDECESSOR
A 30 -----
B 35 A
C 30 A
D 35 B
E 15 C
F 65 C
G 40 E,F
H 25 D,G
i)Draw the precedence diagram and calculate the workstation cycle time.
ii)Balance this line using a) Longest task time rule, b) Largest number of follower rule.
iii)Calculate the efficiency of the line.
iv) If the desired output changes to 375 units. What would you do?

b. What are the various selective Inventory control techniques? Perform ABC Analysis on the
given set of items and identify the A,B,C class items.
ITEMS UNITS
UNIT PRICE
(AED)
A 70 25
B 240 15
C 15 50
D 6 110
E 380 8
F 400 3
G 600 1
H 30 18
I 3 40
QUESTION 8
“Plant layout means the disposition of the various facilities (equipment, materials, manpower
etc.) within the area of the site selected”. Discuss the various process types and the layout types
in an operations unit. Name the advantage and Disadvantage of any two layout types. What
layout out would you expect at i) Carrefour ii) Constructing of Your Villa. iii) Sports Shop at
Carrefour iv) Toyota Corolla assembly line at Toyota Plant (you are just to name the layout
types only in each of the four cases)
QUESTION 9
Case Study
Barriers? What Barriers?
The general manager of an elevator company had a common problem: He was utterly
frustrated with the lack of cooperation between the mechanical engineers who designed
new elevators and the manufacturing engineers who determined how to produce them
in the factory. The mechanical engineers would often completely design a new elevator
without any consultation from the manufacturing engineers and then expect the factory
to somehow figure out how to build it. (This is known as “throwing it over the wall”
to manufacturing).
Often the new products were difficult or nearly impossible to build, and their quality
and cost suffered as a result. The designs were usually sent back to the mechanical
engineers (often more than once) for engineering changes to improve their
manufacturability. While design and manufacturing played volleyball with the design,

customers were forced to wait-often for months-for deliveries.
The general manager knew that if the two sets of engineers would simply communicate
early in the design process, many of these problems could be eliminated before they
occurred. At his wits’ end, he found a large empty room in the facility and had the
mechanical and manufacturing engineers working on the next product moved into the
room, one group on one side and one on the other. Certainly, if all they had to do to
communicate was to walk from one side of the room to the other, communication would
improve.
The manager relaxed somewhat, feeling that his problem had finally been solved. Upon
returning to the new home of the engineers a few weeks later, he was in for a big
surprise. The two sets of engineers had finally learned to cooperate! They had
cooperated in building a wall of bookcases and file cabinets right down the middle of
the room, effectively separating the large room into two separate offices, so they could
continue as before.
Case Questions
1. What is quality. On what criterion/parameters would you judge quality for an
Elevator Company.
2. What principles of total quality are illustrated or violated in this case?
3. Why do people feel such strong allegiance to their functional departments?
4. What could the general manager have done to improve the communication and
the quality of the designs?

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