operations-and-supply-chain-management heba.doc
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Amity CampusUttar PradeshIndia 201303
ASSIGNMENTSPROGRAM M!A I!
SEMESTER"IIISu#$e%t Name Operations and Supply ChainManagementStudy COUNTR& EgyptR'(( Num#er )Re*+N'+, IB01362014-2016016
Student Name EB! MO"#!$ E% BE&!%'
INSTRUCTIONSa, Students are re-uired t' su#mit a(( three assi*nment sets+
ASSIGNMENT .ETAI/S MARSAssi*nment A ie Su#$e%tie uesti'ns 10Assi*nment ! Three Su#$e%tie uesti'ns 4 Case
Study10
Assi*nment C O#$e%tie 'r 'ne (ine uesti'ns 10
#, T'ta( 5ei*hta*e *ien t' these assi*nments is 306+ OR 30 Mar7s%, A(( assi*nments are t' #e %'mp(eted as typed in 5'rd8pd9+d, A(( -uesti'ns are re-uired t' #e attempted+e, A(( the three assi*nments are t' #e %'mp(eted #y due dates and
need t' #e su#mitted 9'r ea(uati'n #y Amity Uniersity+9, The students hae t' atta%hed a s%an si*nature in the 9'rm+
Si*nature :::::::.ate :::::::::::2;8118201A?
= Assi*nment>!?
= Assi*nment>C?
=
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Operati'ns and Supp(y Chain Mana*ement
Assi*nment " A
uesti'n 1 .is%uss 5hat d' y'u understand #y 'perati'ns@ Is'perati'ns mana*ement imp'rtant 9'r 'r*anisati'ns@ hy@.iBerentiate #et5een manu9a%turin* 'perati'ns and seri%e'perati'ns@
Ans5er Based on my understanding( Business operations are thoseongoing re)urring a)ti*ities in*ol*ed in the running o+ a ,usiness +or thepurpose o+ produ)ing *alue +or the staeholders. /hey are )ontrastedith proe)t management ,usiness )hange managers are responsi,le +or,ridging the gap ,eteen the proe)ts and ,usiness operations( and )onsisto+ ,usiness pro)esses.
/he out)ome o+ ,usiness operations is the harvestingo+ *alue +rom assetsoned ,y a ,usiness. !ssets )an ,e eitherphysicalor intangible. !n eampleo+ *alue deri*ed +rom a physi)al asset lie a ,uilding is rent. !n eample o+*alue deri*ed +rom an intangi,le asset lie an idea is a royalty. /he e5ortin*ol*ed in har*esting this *alue ishat )onstitutes ,usiness operations.
Business operations en)ompass three +undamental management imperati*esthat )olle)ti*ely aim to maimi7e *alue har*ested +rom ,usiness assets thishas o+ten ,een re+erred to as seating the assets8
1. 9enerate re)urring in)ome
2. In)rease the *alue o+ the ,usiness assets
3. Se)ure the in)ome and *alue o+ the ,usiness
'es Operations management is *ery important +or organi7ations as it is the:eld )on)erned ith managing and dire)ting the physi)al and;or te)hni)al+un)tions o+ a :rm or organi7ation( parti)ularly those relating tode*elopment( produ)tion( and manu+a)turing. Operations Managementprograms typi)ally in)lude instru)tion in prin)iples o+ general management(manu+a)turing and produ)tion systems( plant management( e
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se)urity in+ormation te)hnology and other in+rastru)tural supportorgani7ations.
uesti'n 2 .es%ri#e the TM phi('s'phy and identi9y its ma$'r%hara%teristi%s+ Ep(ain h'5 TM is diBerent 9r'm the traditi'na(n'ti'ns '9 -ua(ity+
/=M is an approa)h +or )ontinuously impro*ing the
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Instead o+ )ontrolling the
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re
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manu+a)ture properly( allos
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traditionalplan, do, check, act.$eming pre+erredplan, do, study, act,e)ausestudy has )onnotations in English )loser to Shehart>s intent than )he).
! +undamental prin)iple o+ the s)ienti:) method and $S! is iterationon)ea hypothesis is )on:rmed or negated( ee)uting the )y)le again ill etendthe noledge +urther. #epeating the $S! )y)le )an ,ring us )loser to the
goal( usually a per+e)t operation and output.
$S! should ,e repeatedly implemented in spirals o+ in)reasing noledgeo+ the system that )on*erge on the ultimate goal( ea)h )y)le )loser than thepre*ious. One )an en*ision an open )oil spring( ith ea)h loop ,eing one)y)le o+ the s)ienti:) method - $S!( and ea)h )omplete )y)le indi)ating anin)rease in our noledge o+ the system under study. /his approa)h is ,asedon the ,elie+ that our noledge and sills are limited( ,ut impro*ing.Espe)ially at the start o+ a proe)t( ey in+ormation may not ,e nonA the$S!s)ienti:) methodpro*ides +eed,a) to usti+y our guesseshypotheses and in)rease our noledge. #ather than enter analysis
paralysis to get it per+e)t the :rst time( it is ,etter to ,e approimately rightthan ea)tly rong. Kith the impro*ed noledge( e may )hoose to re:neor alter the goal ideal state. Certainly( the $S! approa)h )an ,ring us)loser to hate*er goal e )hoose.
uesti'n D )a, hy d' 'r*anisati'ns 7eep inent'ry@ hat are thediBerent types '9 %'sts ass'%iated 5ith inent'ry@
Inent'rymeans a list )ompiled +or some +ormal purpose( su)h as thedetails o+ an estate going to pro,ate( or the )ontents o+ a house let
+urnished. /his remains the prime meaning in British English.In the "S! and Canada the term has de*eloped +rom a listo+ goods and materials to the goods and materials themsel*es( espe)iallythose held a*aila,le in sto) ,y a ,usinessA and this has ,e)ome the primarymeaning o+ the term in orth !meri)an English( e
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o+ )osts in terms o+ logisti)s. So ,ul ,uying( mo*ement and storing,rings in e)onomies o+ s)ale( thus in*entory.
Khere these sto)s )ontain the same or similar items( it is o+ten the orpra)ti)e to hold all these sto)s mied together ,e+ore or a+ter the su,-
pro)ess to hi)h they relate. /his >redu)es> )osts. Be)ause they are mied uptogether there is no *isual reminder to operators o+ the ada)ent su,-pro)esses or line management o+ the sto)( hi)h is due to a parti)ular)ause and should ,e a parti)ular indi*idual>s responsi,ility ith ine*ita,le)onse
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!eneJts
Main ,ene:ts o+ PI/ in)lude8
Reduced setup time.Cutting setup time allos the )ompany to redu)e
or eliminate in*entory +or )hangeo*er time. /he tool used hereis SME$ single-minute e)hange o+ dies.
he !o" of goods from "arehouse to shelves improves.Small orindi*idual pie)e lot si7es redu)e lot delay in*entories( hi)h simpli:esin*entory To and its management.
Employees "ith multiple skills are used more e#ciently.a*ingemployees trained to or on di5erent parts o+ the pro)ess allos)ompanies to mo*e orers here they are needed.
$roduction scheduling and "ork hour consistency synchroni%ed "ithdemand.I+ there is no demand +or a produ)t at the time( it is not made./his sa*es the )ompany money( either ,y not ha*ing to pay orerso*ertime or ,y ha*ing them +o)us on other or or parti)ipate intraining.
&ncreased emphasis on supplier relationships.! )ompany ithoutin*entory does not ant a supply system pro,lem that )reates a partshortage. /his maes supplier relationships etremely important.
'upplies come in at regular intervals throughout the productionday.Supply is syn)hroni7ed ith produ)tion demand and the optimalamount o+ in*entory is on hand at any time. Khen parts mo*e dire)tly+rom the tru) to the point o+ assem,ly( the need +or storage +a)ilitiesis redu)ed.
Pr'#(ems 5ithin a IT system
Pust-in-time operation lea*es suppliers and donstream )onsumers opento supply sho)s and large supply or demand )hanges. Jor internal reasons(Ohno sa this as a +eature rather than a ,ug. e used an analogy o+ loeringthe ater le*el in a ri*er to epose the ro)s to eplain ho remo*ing
in*entory shoed here produ)tion To as interrupted. On)e ,arriers ereeposed( they )ould ,e remo*ed. Sin)e one o+ the main ,arriers as reor(loering in*entory +or)ed ea)h shop to impro*e its on
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Uery lo sto) le*els means shipments o+ the same part )an )ome in se*eraltimes per day. /his means /oyota is espe)ially sus)epti,le to Tointerruption. Jor that reason( /oyota uses to suppliers +or most assem,lies.!s noted in %ier 2003( there as an e)eption to this rule that put theentire )ompany at ris ,e)ause o+ the 1FF !isin :re. oe*er( sin)e /oyota
also maes a point o+ maintaining high
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measura,le output. &ey tools in SC are )ontrol )harts( a +o)us on )ontinuousimpro*ement and designed eperiments.
Mu)h o+ the poer o+ SC lies in the a,ility to eamine a pro)ess and thesour)es o+ *ariation in that pro)ess using tools that gi*e eight to o,e)ti*e
analysis o*er su,e)ti*e opinions and that allo the strength o+ ea)h sour)eto ,e determined numeri)ally. Uariations in the pro)ess that may a5e)t the
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C'ntr'( %harts 9a(( int' t5' %ate*'ries Karia#(e and Attri#uteC'ntr'( Charts+
Uaria,le data are data that )an ,e measured on a )ontinuous s)alesu)h as a thermometer( a eighing s)ale( or a tape rule.
!ttri,ute data are data that are )ounted( +or eample( as good orde+e)ti*e( as possessing or not possessing a parti)ular )hara)teristi).
The type '9 %'ntr'( %hart y'u use 5i(( depend 'n the type '9 datay'u are 5'r7in* 5ith+
It is a(5ays pre9era#(e t' use aria#(e data+
Uaria,le data ill pro*ide ,etter in+ormation a,out the pro)ess thanattri,ute data.
!dditionally( *aria,le data re
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Assi*nment " !
uesti'n 1 .eJne Pr'%ess@ Identi9y diBerent types '9 Pr'%esses@.is%uss the 9a%t'rs that inLuen%e Pr'%ess Se(e%ti'n@
Pr'%essor pr'%essin*typi)ally des)ri,es the a)t o+ taing somethingthrough an esta,lished and usually routine set o+ pro)edures to )on*ert it+rom one +orm to another( as a manu+a)turing or administrati*e pro)edure(su)h as pro)essing mil into )heese( or pro)essing paperor to granta mortgage loan( or )on*erting )omputer data +rom one +orm to another./here are many types o+ ro)ess ,ut I ill ,e limiting it +or ,usiness8
! #usiness pr'%essor #usiness meth'dis a )olle)tion o+ related(stru)tured a)ti*ities or tass that produ)e a spe)i:) ser*i)e or produ)t ser*e
a parti)ular goal +or a parti)ular )ustomer or )ustomers. It o+ten )an ,e*isuali7ed ith a To)hart as a se
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uesti'n 2 .eJne %'mpetitieness@ hat diBerent 'perati'nsstrate*ies %an a %'mpany ad'pt t' #e%'me %'mpetitie@ .is%ussusin* eamp(es '9 spe%iJ% 'r*anisati'ns+
Competitivenessis a )omparati*e )on)ept o+ the a,ility and per+orman)eo+ a :rm( su,-se)tor or )ountry to sell and supply goods and;or ser*i)es in agi*en maret. !lthough idely used in e)onomi)s and ,usinessmanagement( the use+ulness o+ the )on)ept( parti)ularly in the )ontet o+national )ompetiti*eness( is *igorously disputed ,y e)onomists( su)h as aul&rugman.
/he term may also ,e applied to marets( here it is used to re+er to theetent to hi)h the maret stru)ture may ,e regarded as per+e)tly)ompetiti*e. /his usage has nothing to do ith the etent to hi)h indi*idual
:rms are )ompetiti*e>.
Empiri)al o,ser*ation )on:rms that resour)es )apital( la,or( te)hnologyand talent tend to )on)entrate geographi)ally Easterly and %e*ine 2002./his result reTe)ts the +a)t that :rms are em,edded in inter-:rmrelationships ith netors o+ suppliers( ,uyers and e*en )ompetitors thathelp them to gain )ompetiti*e ad*antages in the sale o+ its produ)ts andser*i)es. Khile arms-length maret relationships do pro*ide these ,ene:ts(at times there are eternalities that arise +rom linages among :rms in ageographi) area or in a spe)i:) industry tetiles( leather goods( sili)on)hips that )annot ,e )aptured or +ostered ,y marets alone. /he pro)ess o+
?)lusteri7ation(@ the )reation o+ ?*alue )hains(@ or ?industrial distri)ts@ ismodels that highlight the ad*antages o+ netors.
Kithin )apitalist e)onomi) systems( the dri*e o+ enterprises is to maintainand impro*e their on )ompetiti*eness( this pra)ti)ally pertains to ,usinessse)tors.
/e)hnology is one operation strategies that a )ompany )an employ to gain adistin)ti*e ad*antage o*er its )ompetition. ! good eample is the /Uetor Kar that is )urrently happening in the hilippines. Currently thereare 2 maor netors in the said )ountry *ying +or the top spot. ! third
netor is on the rise ,ut as o+ no is not a threat. /he 2 netors usete)hnology to mae their shos and programs appealing to the masses hoill ,e )onsidered as their )ustomers.
/hey in*ested on high-end ele)troni)s ,ought +rom a,road to enhan)e theirnesrooms and studios. /here ere impro*ements made to the +a)ilities tomae it loo updated and ,ig. One netor as a,le to mo*e up due toin)reasing noledge toards te)hnology and mareting.
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!nother ta)ti) is getting a steady pool o+
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Khat are the industry sales and maret trends the produ)t idea is,ased on
3+ Idea E*aluation ; Con)ept $e*elopment
estimate )osts( re*enue( pro:t( do maret resear)h
target maret segmentation
des)ri,e the main group o+ people ho ill ,e the :rst )ustomers
D+$e*elopment o+ rodu)t ; Business !nalysis physi)ally design and manu+a)ture the produ)t estimate liely selling pri)e ,ased upon )ompetition and )ustomer
+eed,a)
estimate sales *olume ,ased upon si7e o+ maret
produ)e a physi)al prototype or mo)-up
test the produ)t and its pa)aging in typi)al usage situations
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to set up di5erent tier-le*els to impro*e the
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uesti'n 2 )%, '5 did Ash'7 /ey(and use IT t' redu%e theirinent'ry@
!% implemented se*eral initiati*es that )om,ined ith the PI/ pro)ess inmaing their in*entory leaner and sa*e on in*entory )osts. /he organi7ation
ne that a ,loated in*entory in)urs additional )osts +or them. /hey pla)edemphasis on optimi7ing in*entory and their respe)ti*e *endors ere gi*enpre-re
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a*aila,ility o+ order status in+ormation hi)h the )ustomers thought ereimportant to them. By a)hie*ing the o,e)ti*es o+ OSC!# II( there as animpro*ement on )ustomer satis+a)tion and deli*ery time as shortenedmu)h to the delight o+ their )ustomers.
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Assi*nment " C
1 Khi)h o+ the +olloing is not a ey a)ti*ity o+ an operations managerV
a+ Understandin* the needs '9 %ust'mer
,. Continually learning
). Managing )ash Tos
d. Eploiting te)hnology to produ)e goods and ser*i)es
2 Khi)h o+ the +olloing is generally related to ser*i)e operationsV
a. /angi,le produ)t
,. eed +or Tei,le )apa)ity
%+ Separati'n '9 pr'du%ti'n 9r'm %'nsumpti'n
d. %arge amount o+ in*entory
3 ! measure o+ the su))ess o+ an operation in produ)ing outputs that satis+y
)ustomers is
a. E)ien)y
,. E5e)ti*eness
%+ ua(ity
d. ro:ta,ility
4 ! measure o+ the su))ess o+ an operation in )on*erting inputs to outputs
is
a+ E%ien%y
,. E5e)ti*eness
). =uality
d. ro:ta,ility
Q Operations design )hoi)es in)lude all o+ the +olloing e)ept
a. Operating plans and )ontrols
,. /ype o+ pro)esses and alternati*e designs
%+ Supp(y %hain inte*rati'n and 'uts'ur%in*
d. In*entory
6 WWWW is the reintrodu)tion o+ an intermediary in a supply )hain.
a+ .isintermediati'n
,. #e-intermediation
). Channel assem,ly
d. Karehousing
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WWWW are redu)tions in unit )osts a*aila,le +rom in)reasing the num,er o+
produ)ts produ)ed.
a. 9lo,al netors
,. Jo)used operations
). E)onomies o+ s)ope
d+ E%'n'mies '9 s%a(e
G ! WWWW layout is an arrangement ,ased on the se
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d. Building a ne plant
13 /he purpose o+ produ)tion planning is to
a. Minimi7e the or +or)e si7e
,. Maimi7e the produ)tion rate
). Minimi7e the )ost o+ meeting demand
d+ Optimie the inent'ry (ee(
14 Khi)h approa)h is most appropriate +or +ore)asting demand +or a ne
produ)tV
a+ A %ausa( m'de(
,. ! $elphi study
). ! time-series model
d. ! regression model
1Q ! ey ad*antage o+ a pro)ess layout is
a. igh le*els o+ in*entory
,. igh degree o+ automation
). Jlei,le e
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,. #edu)ing manu+a)turing lead times
). #edu)ing in+ormation distortion
d+ Addin* a supp(y hu# t' the %hain
1F !))ording to the *alue )hain model o+ $ell( In).( hi)h o+ the +olloing is
not a pre-produ)tion a)ti*ityV
a+ !i((in*
,. Corporate partnerships
). ur)hasing
d. So+tare and hardare li)ensing
7i
20 ! WWWW is a statement o+ ho many :nished items are to ,e produ)ed and
hen they are to ,e produ)ed.
a. !ggregate lan
#+ Master Pr'du%ti'n S%hedu(e). Material #e
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24 !ll o+ the +olloing relate to Si Sigma e)ept
a. Clear :nan)ial returns
,. Measures de+e)ts per unit
). Output )riti)al to )ustomers
d+ A stret%h *'a(
2Q Khi)h o+ the +olloing is most )losely related to Statisti)al ro)ess
Control SCV
a. !))eptan)e sampling
,. ro)ess spe)i:)ations
%+ Un5anted %auses '9 ariati'n
d. Sel+-audits
26 Control )harts are all o+ the +olloing e)ept
a+ Can determine the s'ur%e '9 a pr'#(em,. "se+ul +or pro)ess impro*ement
). Based on :nding *alues outside o+ )ontrol limits
d. %oos +or non-random patterns
2 Khen eamining )ontrol )harts( *ariations o+ )hara)teristi)
measurements that are ithin )ontrol limits are assumed to ,e the result o+
a. Chan)e
#+ .e9e%tie input materia(s
). !ssigna,le )auses
d. oor ma)hine toleran)es
2G WWWW is de:ned as the satis+a)tion o+ WWWW.
a. Ser*i)e
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a. !n epression o+ an organi7ationHs per+orman)e in
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36 Khi)h o+ the +olloing is a )hronologi)al representation o+ stages ithin
the $ pro)essV
a. Idea sele)tion( preliminary design( testing( prototype
,. /esting( :nal design( preliminary design( prototype
%+ Idea *enerati'n idea se(e%ti'n pr't'type testin*
d. Idea sele)tion( prototype( testing( preliminary design
3 Khi)h o+ the +olloing is not )ompati,le ith B#V
a+ undamenta( re"thin7in*
,. In)remental re-design
). $ramati) impro*ements
d. Business pro)esses
3G Smaller ,at)h si7es are +a)ilitated ,y all the +olloing e)epta. Setup time redu)tion
#+ Chan*es in p(ant (ay'ut
). PI/ poli)ies
d. Changeo*er time in)reases
3F WWWW is synonymous ith en*ironmental )on)erns.
a. Mass )ustomi7ation
#+ Re%y%(in*
). Empoerment
d. 9lo,ali7ation
40 Khi)h is true regarding a responsi*e supply )hainV
a+ .emand is sta#(e and predi%ta#(e+
,. rodu)t li+e )y)les are short and )hange o+ten ,e)ause o+ inno*ation.
). Customers re
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