Core Papers

7/31/2019 Core Papers

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Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

STUDENT

INFORMATION

GUIDE

Course 10MBA31 :Strategic Management(Semester III)Jul-Nov 2011

Course Faculty:

Professor M.G. Vedavyas (Sec A&B)

Professor Murali Murti(Sec C)


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TABLE OF CONTENTS

INTRODUCTION ................................................................................. 1

LESSON PLAN .................................................................................... 3

TEXTBOOKS: ...................................................................................... 4

COURSE ADMINISTRATION ............................................................... 5

METHODOLOGY FOR COURSE DELIVERY ............................................ 6

EVALUATION AND GRADING ....................... Error! Bookmark not defined.

GENERIC QUESTION BANK ................................................................ 8

INTRODUCTION

Welcome to Course 10MBA31: Strategic Management!

Strategic Management brings together all the learning from the differentfunctional and core areas of study, and fashions them into a coherentorganizational context. Understanding strategic management meansmastering our understanding of the way organizations function in the realworld around us.

While the course has been designed with the primary objective of performance in the VTU end-semester examinations, the deliverymethodology has also been developed keeping in mind that students inSemester III are in the critical semester prior to the placement season, andthat therefore the course should also contribute to the students ability tocompete effectively in selection processes. And to function effectively

thereafter in the real world.This course has been designed and will be delivered using a combination of techniques: Classroom Lectures Individual Presentations Student Group Presentations Case Study Discussions Model Answers Preparation & Submissions Term Papers


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Journal Articles / Book reviews Guest Lectures

A comprehensive list of textbooks (conforming to VTU recommendations) hasbeen provided. Please try and go beyond these for insights and inputs from

journals, magazines, etc. Please be sure to go carefully through the Case

Discussion Protocols section in this document. Make full use of the

opportunity to learn how to prepare good Case Analysis Reports; these skills

in written communication will be invaluable to you in your professional

careers. Do not miss the chance to participate actively in case discussions;

the skills you develop in this process will be invaluable again as you start

work.

This mix of learning approaches will mean that students, in a word, will need

to be self-starters in studying for the course. That is, of course, how the real

world functions, and is the reason why course delivery has been designed in

this way. You may not find an opportunity to use immediately in your

working life what you will learn in Strategic Management; but a good

appreciation of the ideas and concepts will make you stand out among the

crowd . And incidentally position you in peoples minds as a person who is

capable to making it to the top!

ALL THE BEST!


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LESSON PLAN

Course Code: 10MBA 31 No. Of Hours/Week: 4Total no. of Lecture Hrs: 56 IA Marks : 50Course Title: Strategic Management Exam Hours : 3 hoursCourse Coordinator: Prof. Murali Murti Exam Marks : 100

Classes Syllabus Covered

ClassroomHours and

Cumulative%

1-7

Module 1- Meaning and Nature of Strategic Management,its importance and relevance. Characteristics of Strategic

Management. The Strategic Management Process.Rel ationship between a Companys Strategy and itsBusiness Model.

07 hours

12.5%

8-14

Module 2- Strategy Formulation Developing StrategicVision and Mission for a Company Setting Objectives Strategic Objectives and Financial Objectives BalancedScorecard. Company Goals and Company Philosophy. Thehierarchy of Strategic Intent Merging the StrategicVision, Objectives and Strategy into a Strategic Plan.

07 hours

25%

15-21

Module 3- Analyzing a Companys External Environment The Strategically relev ant components of a CompanysExternal Environment Industry Analysis IndustryAnalysis Porters dominant economic features Competitive Environment Analysis Porters Five Forcesmodel Industry diving forces Key Success Factors concept and implementation.

07 hours

37.5%

22-29

Module 4- Analyzing a companys resources andcompetitive position Analysis of a Companys presentstrategies SWOT analysis Value Chain Analysis Benchmarking

06 hours

48.2%

30 37

Module 5- Generic Competitive Strategies Low costprovider Strategy Differentiation Strategy Best costprovider Strategy Focused Strategy Strategic Alliancesand Collaborative Partnerships Mergers and AcquisitionStrategies Outsourcing Strategies InternationalBusiness level Strategies.

08 hours

62.5%

38-44Module 6- Formulating long-term and Grand Strategies Tailoring Strategy to fit specific Industry and CompanySituations Setting and Qualifying long-term objectivesfor Grand Strategies Innovation, integration and

07 hours

75%


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TEXTBOOKS:

Recommended Books:

1. Crafting and Executing Strategy by Arthur A. Thompson Jr., AJStrickland III, John E Gamble : Tata McGraw Hill, 14/e, 2005.

2. John E. Gamble-Tata McGraw Hill, 14/e, 2005

3. Strategic Management An Integrated Approach by Charles WLHill, Gareth R Jones, BIZTANTRA, 6/e, 2004/05

4. Strategic Management by U Iachru, Excel Books

Reference Books

1. Strategic Management Concepts and Cases by Prof. R David Pearson Education/PHI

2. Strategic Management Building and Sustaining CompetitiveAdvantage, by Robert Pitts, David Lei Thomson South-Western,

3e, 20023. Competitive Advantage by Michael E Porter, Free Press NY

4. Strategic Management, by David Hunger

diversification Conglomerate Diversification,Retrenchment, Restructuring and turnaround - GE ninecell planning grid and BCG matrix.

45-50

Module 7- Strategy Implementation Operationalizingstrategy, Annual Objectives, Developing FunctionalStrategies, Developing and communicating concisepolicies. Institutionalizing the strategy. Strategy,Leadership and Culture. Ethical Process and CorporateSocial Responsibility.

07 hours

87.5%

51-56

Module 8- Strategic Control, guiding and evaluatingstrategies. Establishing Strategic Controls. OperationalControl Systems. Monitoring performance and evaluatingdeviations, challenges of Strategy Implementation.

07 hours

100%


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COURSE ADMINISTRATION

1.

Faculty will appoint a Research Associate (RA), as the first order of business on Day 1 of the course. The RA will be selected as per PESguidelines. The RA will coordinate between the faculty and students.

2. The responsibilities of the RA will be mainly to assist the faculty inresearching material and providing it to the class. In addition, the RA willalso look after normal assistance to faculty such as attendance registercompletion, collection of assignments, distribution of all course material tothe students (including PPTs), collection of assignments per deadlines,maintenance of student records pertaining to the course, etc, and anyother tasks assigned by the faculty.

3. It is particularly important for the RA to ensure that copies of the casesare made and distributed to all the students well in time before a casediscussion.

4. For the purposes of group work, the Class will be divided intoEight (8) Groups, one corresponding to each Module. As usual, itwill be the responsibility of the RA to coordinate the groups and theiractivities between the faculty and the students.

5. The Groups will be formed on the basis of Roll Numbers, and will consist of 7-8 students per group on an average.

6. Attendance of students for their specific group presentations and casediscussions is MANDATORY , and no exceptions will be entertained.

7. All written assignments are to be submitted in printed double-space, submitted in a file. In addition, all written assignments are to be

submitted in softcopy as well. 8. All presentations by Groups (or individuals in exceptional circumstances)should be made in PowerPoint, and a softcopy of the same submitted onthe day of the presentation. Any video/ audio files, Word documents,Excel spreadsheets, etc are also to be submitted in softcopy form on theday of the presentation.

9. The RA will ensure that softcopies of all written assignments and presentations are circulated to all students in the class, as this iscentral to the teaching methodology for this course. This should under no circumstances be delayed.

10.Responsibilities of students as regard attendance, timings etc, are as perstandard PES regulations.


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METHODOLOGY FOR COURSE DELIVERY

A. Classroom Delivery

1. The first student academic requirement is to read and discuss theIntroductory Case in the first class of the semester, which will bedistributed at the beginning of the first class.

2. Thereafter, the course will be delivered as organized and explained below.3. The course delivery has been organized into eight modules based on

the eight (8) Modules listed in the VTU syllabus. Each Segment willbe delivered though a cycle consisting of

Classroom Lectures Student Group Presentations

Case Study Discussions Case Study Analysis Reports Assignment Submissions Guest Lectures

4. Each cycle will be covered in an average of six hours of classroomtime, spread over standard 2-hour class sessions.

5. At the start of each cycle, the RA will distribute:a. the Case Study for the Moduleb. the Question Bank for the Module.c. the Presentation Topic for the Module

6. Each cycle will be initiated by a Classroom Lecture of 60 minutes . Thisclassroom lecture will cover approximately 20% of the Module syllabus.

7. This will be followed by a Individual Student Presentations, GroupPresentations and Case Study Discussions in the following classes

8. By the end of each Module, the Model Answers should be submitted bythe assigned group.

9. The Model Answers must be discussed and reviewed with the facultybefore finalization and submission.

Term papers

Each student will be assigned a Term paper topic at the beginningof the semester. The student is required to work on this inconsultation with the faculty.

Term papers will need to be submitted before T2. i.e. the secondinternal test

B. Journal Article / Book chapter review


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Each student will be assigned a Journal Article / Book chapter toreview. This will be given to the student at the beginning of thesemester.

The article / chapter reviews will need to be submitted before T3i.e. the third internal test.

CASE DISCUSSION PROTOCOLS

Case discussions will form an extremely important part of the StrategicManagement course. It is therefore mandatory that all case discussions beheld in a manner that is beneficial as a learning experience for all.

The following protocols will apply to all case discussions during this course.Most of these are probable familiar to Semester III students; however, theyare always worth repeating:

1. All students are required to come fully prepared in advance for casediscussions. This will mean reading the cases carefully and thoroughly,making summary notes for using during discussions, and mostimportant, reviewing the textbook and PPT material applicable to thecase, so that concepts can be applied and used effectively during thediscussions.

2. It is generally useful for students to have discussed a case within theirgroup first before coming for the classroom discussion.

3. Students will participate in the discussions in two ways. First, by volunteering, i.e. by raising their hand to indicate a request to speak.Second, by cold calling, i.e. the instructor will call upon a student atrandom to make a contribution to the debate. In either case, allstudents are expected to be fully prepared to speak and contribute tothe discussions.

4. The principle of only one person to speak at a time will be appliedrigorously.

5. The objective of a case discussion is to understand the actions that canbe taken in a particular business context. Students should focus on anaction orientation while speaking.

6. Students can walk up to the board and use a marker pen to illustrate apoint.

7. The group assigned to prepare the Case Report for the case underdiscussion needs to include all inputs made in the final formulation of their report. The report need not explicitly repeat everybodyscontribution, but should try and summarily include different viewpoints.


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8. Use of laptops during case discussions is banned.

9. Students are ad vised to follow the principle of quality over quantity while discussing a case in the classroom.

10.Finally, discussions tend to move forward very quickly and a studentmay have missed an opportunity to make an important contribution.Please keep the discussion moving forward and do not take it back to anearlier stage if you get a chance to speak later.

EVALUATION AND GRADING

Students will be evaluated as follows:

VTU End Semester Written Examination 100 marks

Internal Examinations (2 best out of 3) 20 marks

Nidhi Dyasana Seminars 5 marks

Attendance 5 marks

Term Paper 5 marks

Journal Article / Book chapter review 3 marks

Assignment I / Presentation i 4 marks

Assignment 2 / Presentation 2 4 marks

Assignment 3 / Presentation 3 4 marks

TOTAL 150 marks

GENERIC QUESTION BANK

[ There is a Question Bank of over 200 questions which will be divided into 3mark + 7 mark + 10 mark groups to be submitted as Individual Assignmentsby each student ]


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Sub : MANAGEMENT ACCOUNTING AND CONTROL SYSTEMCourse Code: 10MBA32 Course Co-coordinator : Dr. Anitha S Yadav (Sec-A)

Prof. G.V.M.Sharma, (Sec-B)Dr. P. Srikanth (Sec-C)

Lesson Plan No of Hrs / week: 4PARTICULARS % age of

weightageMODULE 1 ( 9 Hours)

Basic Concepts, Goals and strategic variables in management controlsystems, MBO. Management Control- Operational Control- Task Control.Concepts of cost centres, Profit Centres and investment Centres. Sourcesfor cost information, Cost units- Classification of costs-Cost analysis for

management decision making.

16

MODULE 2 ( 7 Hours)Determining Product Cost: Cost elements fir product costing-Accountingfor factory overheads- Principles of allocation and absorption-determiningproduct costs. Mechanics of ascertaining product costs under job ordercosting and process costing (does not include Equivalent production, Byproducts). Theoretical concepts of Activity Based Costing (ABC), Simpleproblems on ABC analysis.

13

MODULE-3 ( 8 Hours)Cost Volume Profit (CVP) Relationship: profit planning-behaviour ofexpenses in relation to volume- CVP model- Sensitivity analysis of CVP

Model for changes in underlying parameters-assumptions of the CVPModel- Utility of the Model in Management Decision Making.

14

MODULE 4 ( 8 Hours)Variable Costing: Concept of variable (Marginal) costing, Comparisonbetween variable costing-advantage of variable costing, Decision involvingalternative choices: Cost analysis for decision making like discountinuing aproduct, accepting a special order make or buy, Sell or process further,Product Mix

14

MODULE 5 ( 5 Hours)Pricing polices-objectives of pricing policies-marginal analysis and pricing-full cst pricing-ROI pricing- contribution approach to pricing- concepts of

transfer pricing (only theory)

7

MODULE 6 ( 8 Hours)Budgeting and budgetary Control:- Budgeting as a tool of ManagementControl- steps in budget preparation- Functional budget (simple problemson Sales, Production , Materials), Flexible budgets, (does not include Masterbudget & Cash budget)

14

MODULE 7 (8 Hours) 14


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Standard Costing & Variance analysis: Need for setting standards-development of standard for material and labour costs- Variance analysis-breakup of material and labour cost variances- analyzing overhead variance

(only theory)MODULE 8 ( 3 Hours)

Cost Control and Cost reduction: Introduction to cost control- costreduction- fields covered by cost reduction- tools and techniques for costreduction. Cost Audit: Scope of cost audit-Types, Advantages, limitations.

6

100

Recommended Books

Cost Accounting Jawaharlal & Seema Srivastava TMH, 4/edition, 2009

Managem,ent Accounting- Khan & Jain- TMH, 3/e, 2003( Recommended for 5 & 6 module)

Management Control System-Robert N Anthony & Vijay Govindarajan-TMH, 11/e 2003

Introduction to Management Accounting- Charles T Horngren- PHI-11/e 2003

Accounting for Management- Planning & Control- Lynch & Williamson, TMH

Reference Books

Cost Accounting M.N. Arora Vikas,7/e, 2004

Practical Costing P.C. Tulisan Vikas, 1/e, 2004

Management Accounting Sharma, Shashi K Gupta Kalyani

Cost Accounting Jain and Narang

Management Control System- (TMH), 11/e,2005

Cost Accounting : Principles and Practice Bhattacharya- PHI, 2004

P. Saravanavel - Management Control System (HPH)

Cost Accounting Charles T Horngren Pearson/PHI,11/e,2003

Khan & Jain Management Control Systems- Merchant Pearson

Management Accounting Atkinson Pearson/PHI,3/e


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MANAGEMENT ACCOUNTING AND COST CONTROL SYSTEMS-10MBA32QUESTION BANK

3 MARKS1. Distinguish between direct cost and indirect cost.2 What is a cost center?3 Distinguish between task control and management control.4 What is the utility of differential cost analysis?5 What are the elements of cost?6 What is imputed or notional cost.7 What is joint cost and conversion cost?8 What is cost allocation and cost apportionment.9 What is Management by objectives?10What is Profit center and investment center?.

11 What is cost unit.?12 State the stages involved in activity-based costing system13. Discuss different stages involved in absorption of overheads..14 What is Activity based costing?15 What is process costing?16 What is a cost sheet?17 How do you value closing stock in cost accounting?18 What is cost pool and cost driver.?19 What are overheads?20 Explain Break even Analysis and cost volume profit analysis 2 1 Distinguish between Absorption costing and variable costing

22 What is the utility of differential cost analysis?23. What are the advantages of variable costing?24 What are the objectives of transfer prices?25 What are the different types of transfer pricing?26 What is ROI Pricing?27What are the objectives of pricing policies?28. What are the objectives of transfer prices?29 What are the different types of transfer pricing?\30 What is ROI Pricing?31 What are the objectives of pricing policies?32 What is flexible budget?33 What is a master budget34What is budgeting ad budgetary control.?

35 What is standard costing?36.What is variance analysis?

37What are the situations under which cost audit is ordered ?38 What is cost audit?39State the types of cost audit.


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7 MARKS1. Write notes on : i) Sunk cost, ii) Opportunity cost, iii) cost unit, iv) Out of pocket cost v)product cost

2 Write notes on Sunk cost, Imputed cost and period cost3 Distinguish between period cost and product cost. Why is this distinction consideredimportant?4 Bring out clearly the scope and significance of cost centers, profit centers and investmentcenters.5 Explain the various steps in control process6 Explain different types of Cost classifications.7 What are the difficulties associated with profit centers?8 Describe the various costs used in decision making and explain their characteristics.9 Define Investment center. Explain the reasons why identification of investment centers aremade.10 Distinguish between task control and management control11 Explain different types of cost classifications.12 Briefly explain differential cost13 Briefly explain the steps involved in activity based costing system15 Explain the steps in OVERHEAD ACCOUNTING 16 Distinguish between job costing and process costing.17 Distinguish between allocation and absorbtion18 Briefly explain normal loss and abnormal loss treatment in process costing19 How is normal loss accounted in process costing.?20what are the assumptions of marginal costing./21 Illustrate sensitivity Analysis of CVP model, with changes in any two underlying parameters.(Use imaginary data)

22 Explain CVP model utility in management decision making.23 What are the essential features of an efficient system of budgetary control;?2 4 What is a budget manual? What are its contents?25 Explain the various types of transfer pricing.26 Discuss the advantages and limitations of marginal cost pricing27 What is market-based transfer pricing and what might be the difficulties in using thisapproach?28 Briefly explain full cost pricing and Marginal cost plus pricing methods. Under whatcircumstances are they used?29 Explain the scope and advantages of cost audit30 Distinguish between budget and budgetary control.

31 What do you mean by budget? Explain the steps to be followed in budgeting process.32. What is a budget manual? What are its contents?33 State the significance and the method of computing the following:i) Material yield variance.ii) Overhead capacity variance andiii) Overhead calendar variance34 Briefly discuss the advantages of standard costing35 State the significance and method of computing the following:

i) Material cost variance


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ii) Material yield varianceiii) Overhead capacity variance andiv) Material usage variance

36 Explain the steps in control process. 37 Distinguish between cost control and cost reduction38 What are the advantages of cost Audit?39 Explain the various steps in control process.40 In a competitive market, profit can be Sustained or increased mainly by cost control andcost reduction. Discuss and state the areas of cost reduction you would like to explore.41 Differentiate between cost Audit and Financial Audit42 Explain the functions of a cost auditor.43 Explain the scope of cost audit

10 Marks Questions (Problems on production costing, process costing, job costing, overheads, Marginal costing ,Functional and Flexible budgeting, Standard on Material and labour cost,


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Course Code: 10MBA33 No. of Hours/Week: 4

Course Title: OPERATIONS MANAGEMENTIA Marks : 50 Exam Hours: 3 hours

Exam Marks : 100 Total no. of Lecture Hrs : 56

Course Coordinator: Dr. M.S.RANGA RAJU

SYLLABUS:

MODULE 1 - Introduction and Break even analysis (7 hrs)

Break even analysis - Break even analysis in terms of physical units, sales value, and

percentage of full capacity. Break even for Multi Product situations, Capacity

expansion decisions, Product add or drop decisions, Make or Buy decisions,

Equipment Selection decisions, Production process selection decisions, Managerial

uses of break even analysis, Limitations of Breakeven analysis.

Note: The module will cover both theory and numerical problems with

emphasis on decision making for competitive advantage.

MODULE 2 - Forecasting (7 hrs)

Forecasting as a planning tool, forecasting time horizon, short and long range

forecasting, sources of data, types of forecasting, qualitative forecasting techniques,quantitative forecasting models - Linear regression, Moving average, weighted

moving average, Exponential smoothing, Exponential smoothing with trends,

Measurement of errors, Monitoring and Controlling forecasting models.

Note: The module will cover both theory and numerical problems

MODULE 3 - Facility Planning (6 hrs)

Facilities location decisions, factors affecting facility location decisions and their

relative

Importance for different types of facilities, Facility location models. Facility layout

planning. Layout and its objectives for manufacturing operations, warehouse

operations, service operations, and office operations. Principles, types of plant

layouts product

layout, process layout, fixed position layout, cellular manufacturing layouts, hybrid

layouts, Factors influencing layout changes. Facilities utilities lighting, ventilation,


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air conditioning, noise control, sanitation. Materials handling - objectives, principles,

types.

Note: The module will cover theory focusing on safety, psychological

factors, and productivity. Numerical problems on location selection

MODULE 4- Employee Productivity(6 hours)

Productivity and work study Productivity and the standard of living, Productivity and

the organization, productivity, variables affecting labor productivity, work content

and time, Work Study and related working conditions and human factors.

Method Study

Introduction to Method Study, Data collection, recording, examining, and improving

work,

Material flow and material handling study, Worker flow study, Worker area study,

Work Measurement

Introduction to Work Measurement, Work sampling study, Time study and setting

standards.

Numerical problems on productivity measurement, time study and work

standards

MODULE 5 - Capacity Planning (6 hrs)Concept and overview of aggregation , Demand and capacity options and

strategies in production and services, capacity and value, financial impact of capacity

decisions, aggregate planning types and procedure, capacity requirement planning,

concepts of yields(productivity) and its impact on capacity.

Capacity requirement planning , Materials requirement planning, Planning

hierarchies in operations, aggregate planning, purpose, necessity and importance of

aggregate planning, Managerial importance of aggregate plans, alternatives for

managing demand and supply, capacity augmentation strategies. Matching demand

and capacity, demand chase, aggregate planning, level production aggregate

planning, capacity planning and steps,

Resource requirements planning system , material requirement planning,

objectives of MRP, elements of MRP, BOM, and benefits of MRP. Capacity

requirement planning and strategies thereto, economic production quantity,

Job shop scheduling n jobs on 1 machine, n jobs on 2 machines, Numerical

problems on job shop scheduling


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MODULE 6 - Materials Management (6 hrs)

Role of Materials Management- materials and profitability, Purchase functions,

Procurement procedures including bid systems, Vendor selection and development,

Vendor rating, ethics in purchasing. Roles and responsibilities of purchase

professionals. Concepts of lead time, purchase requisition, purchase order,

amendments, forms used and records maintained.

Inventory Management : Concepts of inventory, types, Classification, selective

inventory management, ABC VED, and FSN analysis. Inventory costs, Inventory

models EOQ, safety stocks, Re order point, Quantity discounts. Stores- types,

functions, roles responsibilities, Inventory records

Numerical problems on vendor rating, ABC analysis, Inventory models,

Discounts

MODULE 7 - Quality Management I (12 hrs)

Basic concepts of quality - products and services, dimensions of quality.

Relationships between quality, productivity, costs, cycle time and value. Jurans

quality trilogy

Impact of quality on costs quality costs. Demings 14 principles.. Quality

improvement and cost reduction 7 QC tools and 7 new QC tools, PDCA cycle,Quality circles, Quality Function Deployment and its benefits.

Quality Systems Need, benefits, linkage with generic strategies, ISO 9000 2000

clauses, coverage, QS 9000 clauses, coverage, linkages with functional domains like

production, marketing, six sigma concepts, organizing for continuous improvement,

Excellence models, awards and standards awards MBNQA, Demings prize, Baldrige

award, their main focus. Role of management in implementing quality systems.

MODULE 8 - Quality Management II (6 hours)

Concept of specification limits, statistical control limits, Process control and control

charts for both attributes and variable data. Operators role in quality assurance.


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Recommended books:

1. Operations Management Theory and Practice, B.Mahadevan , Pearson

education,Second impression 20072. Operations Management, William J. Stevenson 8th 2005 edition,

Reference Books:

1. Production and Operations Management Prof. K. Ashwathappa, K Sridhar

Bhat ,

Himalaya Publications

2. Production and Operations Management, Text and cases, Upendra kachru,

First

edition excel Books.

3. Production and Operations Mangement- prof.K.Ashwathappa, K Sridhar Bhat,

Himalaya Publications

4. Operations Now, Byron J Finch, tata Mc Grawhill, 3rd edition,2008

5. Operations Management, Norman Gaither & Greg Fraizer, Thomson South

Western

The course will cover both theory and numerical problems (theory and

numerical in the

Ratio of 40: 60 ratios)


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COURSE PLAN (64 Hours)

SessionNo. Syllabus Coverage

Cumulative%(APPROX)

1

MODULE 1 - Introduction and Break even analysis Break even

analysis - Break even analysis in terms of physical units, sales value,

and percentage of full capacity. Break even for Multi Product situations

4

2Capacity expansion decisions, Product add or drop decisions, Make or

Buy decisions, Equipment Selection decisions,8

3Production process selection decisions, Managerial uses of break even

analysis, Limitations of Breakeven analysis.12

4numerical problems with emphasis on decision making for

competitive advantage 16

5

MODULE 2 Forecasting- Forecasting as a planning tool,

forecasting time horizon, short and long range forecasting, sources of

data, types of forecasting,

20

6qualitative forecasting techniques, quantitative forecasting models -

Linear regression, Moving average, weighted moving average,24

7

Exponential smoothing, Exponential smoothing with trends,

Measurement of errors, Monitoring and Controlling forecasting models 28

8

MODULE 3 - Facility Planning - Facilities location decisions, factors

affecting facility location decisions and their relative importance for

different types of facilities, Facility location models.

30

9

Facility layout planning. Layout and its objectives for manufacturing

operations, warehouse operations, service operations, and office

operations. Principles, types of plant layouts product layout, process

layout, fixed position layout, cellular manufacturing layouts, hybrid

layouts, Factors influencing layout changes.

32

FIRST TEST

10Facilities utilities lighting, ventilation, air conditioning, noise control,

sanitation. Materials handling - objectives, principles, types.35

11

MODULE 4- Employee Productivity

Productivity and work study Productivity and the standard of living,

Productivity and the organization, productivity, variables affecting

38


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labor productivity, work content and time, Work Study and related

working conditions and human factors.

12

Method Study Introduction to Method Study, Data collection, recording, examining,

and improving work,

Material flow and material handling study, Worker flow study, Worker

area study,

41

13

Work Measurement

Introduction to Work Measurement, Work sampling study, Time study

and setting standards.

Numerical problems on productivity measurement, time study

and work standards

44

14

MODULE 5 - Capacity Planning

Concept and overview of aggregation , Demand and capacity

options and strategies in production and services, capacity and value,

financial impact of capacity decisions, aggregate planning types and

procedure, capacity requirement planning, concepts of

yields(productivity) and its impact on capacity.

47

15

Capacity requirement planning , Materials requirement planning,

Planning hierarchies in operations, aggregate planning, purpose,necessity and importance of aggregate planning, Managerial

importance of aggregate plans, alternatives for managing demand and

supply, capacity augmentation strategies. Matching demand and

capacity, demand chase, aggregate planning, level production

aggregate planning, capacity planning and steps,

50

16

Resource requirements planning system , material requirement

planning, objectives of MRP, elements of MRP, BOM, and benefits of

MRP. Capacity requirement planning and strategies thereto, economic

production quantity,

53

17Job shop scheduling n jobs on 1 machine, n jobs on 2 machines,

Numerical problems on job shop scheduling56

SECOND TEST


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18

MODULE 6 - Materials ManagementRole of Materials Management- materials and profitability, Purchasefunctions, Procurement procedures including bid systems, Vendor

selection and development, Vendor rating, ethics in purchasing. Rolesand responsibilities of purchase professionals. Concepts of lead time,purchase requisition, purchase order, amendments, forms used andrecords maintained.

59

19

Inventory Management : Concepts of inventory, types, Classification,selective inventory management, ABC VED, and FSN analysis. Inventorycosts, Inventory models EOQ, safety stocks, Re order point, Quantitydiscounts. Stores- types, functions, roles responsibilities, Inventoryrecords

62

20Numerical problems on vendor rating, ABC analysis, Inventory models,

Discounts65

21

MODULE 7 - Quality Management I Basic concepts of quality -

products and services, dimensions of quality. Relationships between

quality, productivity, costs, cycle time and value. Jurans quality trilogy

Impact of quality on costs quality costs.

68

22 Demings 14 principles.. Quality improvement and cost reduction 71

237 QC tools and 7 new QC tools, PDCA cycle, Quality circles, Quality

Function Deployment and its benefits.74

24Quality Systems Need, benefits, linkage with generic strategies, ISO

9000 2000 clauses, coverage,78

25QS 9000 clauses, coverage, linkages with functional domains like

production, marketing,81

26six sigma concepts, organizing for continuous improvement, Excellence

models, awards and84

27Standards awards MBNQA, Demings prize, Baldrige award, their main

focus.87

28 Role of management in implementing quality systems 90

29MODULE 8 - Quality Management II- Concept of specification limits,

statistical control limits, Process control

93

30 Control charts for attributes 96

31 Control charts for variable data. 99

32 Operators role in quality assurance 100

THIRD TEST

Question Bank


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3 Marks Questions:

1. Differentiate Production and operation system.

2. State 8 Ms in POM 3. Define Strategic Planning

4. Define Tactic Planning

5. Define Operational Planning

6. What is capacity planning?

7. Define Plant Layout

8. Define product layout

9. Define Process layout

10. Define fixed position layout

11. Define cellular layout

12. Define work study

13. Define Method study

14. Define Standard time

15. Define Normal time.

16. Define aggregate planning

17. Define Purchase function

18. Define Inventory

19. Differentiate Safety stock with Buffer stock20. Define EOQ

21. Differentiate MRP with MRPII

22. Define ERP.

23. Differentiate LOB with LB

24. What is bottleneck operation?

25. What is Line efficiency?

26. Define Quality

27. What is sampling Plan?

28. Define Quality Circles

29. What is Robotics?

30. Define Maintenance.

31. What is BOM?


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7 Marks Questions

1. Differentiate Production and operation Strategy.

2. Differentiate Batch Production with line production technology3. Differentiate Product design with process design

4. State and explain the factors affecting the selection of the process.

5. Differentiate product layout with process layout

6. What is plant layout and state principles of plant layout?

7. Differentiate P-system with Q-system of inventory management.

8. What is vendor Development?

9. Explain vendor and vendee relationships.

10. State and explain factors of vendor ratings.

11. Explain ABC analysis.

12. Differentiate MRP, MRP- II and ERP.

13. Differentiate batch production with line production technology.

14. Explain the factors affecting the aggregate capacity planning.

15. Explain the factors affecting the Master production Schedule (MPS)

16. State Merits and De-merits of Line Balancing techniques.

17. State seven production wastes.

18. What is sampling plan? Explain.

19. Differentiate control charts for variables with attributes.20. State 5 s in the TQM approach.

21. Differentiate breakdown maintenance with preventive maintenance.

22. What is Robotics? State any 3 applications of Robots in industry.

23. Differentiate Automation with Mechanization. State 2 practical examples each.

24. Problems on

A). Location Selection

B). Work Study

C). EOQ

D). Line Balancing

E). Master Production Scheduling

F). Control Charts

10 Marks Questions

1. Explain in brief how an operational strategy is formulated for a tangible

production system.


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2. Explain in detail how a product is designed.

3. Explain all the factors which influence the process design.

4. State and explain all the factors considered for selection of plant site.

5. List and discuss importance of various factors considered to select site for;

A). Paper Factory

B). Sugar Factory.

c). Nuclear based power station.

6. What is plant layout? State principles of good layout? Explain different types of

plant lay out.

7. Problems on

A). Location Selection

B). Work StudyC). EOQ & Inventory ManagementD). Line BalancingE). Master Production SchedulingF). Control Charts

8. Explain the process of vendor development.

9. What is inventory? State and explain different methods of inventory control

methods.

10. Explain Material requirement plan (MRP)

11. State different types of Production Technology available? Explain.

12. What is quality? Explain Quality Circles.13. What is the importance of quality control? Explain different control charts used.

14. Why maintenance is essential? Explain different methods of maintenance

methods.

15. Write short Note on

a. Principles of plant Layout.

b. Total Productive Maintenance

c. Cellular Layout

d. Push & Pull production System

e. ISO 9000

f. Deadly sins or seven Production wastes.

g. 5 s in TQM

h. Total Quality Management.

i. Automation j. RoboticsK. Quality Circles.


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Core Papers

Documents

Transcript of Core Papers