Indian Institute of Materials Management

This document contains an exam for a post-graduate diploma in materials management. It includes multiple choice questions, fill in the blank questions, and essay questions covering various operations management topics. The exam is divided into three parts: Part A contains short answer questions; Part B contains longer essay questions requiring students to describe and explain key concepts; Part C presents a case study about a cleaning company and asks questions about the company's coaching leadership style.

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Indian Institute of Materials Management

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Amit Paul

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Indian Institute of Materials Management

Post-Graduate Diploma in Materials Management PAPER-8

Operation Management
DATE: 15.12.2009 Time : 10.00am to 1.00pm INSTRUCTIONS : 1. From Part A, answer four questions ( Compulsory). Each sub-question carries 01 mark. Total: 32 Marks 2. From B, answer any 3 out of 5 questions. Each question carries 16 marks. Total Marks: 48 3. Part C, is a case study with sub questions ( Compulsory) Total Marks: 20 4. Use of calculator and/or mathematical table is permitted. Graph sheet can be used wherever necessary. 5. Please read the instruction on the answer sheet. MAX. MARKS: 100 Duration : 03 hrs.

Part -A
Q.1. State true or false. Marks: 08 a) After a product is designed and developed, it goes through various stages in its life cycle. b) Forecasting involves the projection of the future into the past. c) As the product finds market acceptance, it goes into the growth stage.. d) Incentive schemes serve the purpose of motivating employer to perform better. e) TQM is systematic problem solving for continuous improvement. f) One of the must important functions of a manager is to take decision. g) JIT is used in business manufacturing process to reduce the cost. h) Production function is not primary function of an enterprise. Q. 2 Fill in the blank. Marks: 08

2.1 -------------- design is concerned with the design of manufacturing operation. . 2.2 The major problem in flow shop production control is to attend the desired --------- rate with maximum possible efficiency. 2.3 JIT is a Japanese management philosophy adopted in early ------------ in many manufacturing organization. 2.4 Effective ------------------ management ensures right materials, in right quantities, at right price at place. 2.5 An important part of ------------------planning is master production scheduling. 2.6 The make or------- question represent a fundamental dilemma faced by many companies. 2.7 EBQ stands for Economic Batch -------------2.8 ----------- is systematic problem solving for continuous improvement.

Q. 3. Link & Connect the following correctly. 3.1 FMS 3.2 CAM 3.3 SQC 3.4 LOB 3.5 CADD 3.6 Break-even Chart 3.7 JIT 3.8 PDCA Q4. Expand Following : 4.1 MRP 4.2 ERP 4.3 SQC 4.4 JIT 4.5 TQM 4.6 AOQ 4.7 HRM 4.8 PLM Automated PPC Automatic material handling. Progress of various phases Controlling Quality Right produced, first time. Elimination of waste Appraisal System Profit loss analysis

Marks: 08

PART-B
Answer any three from following. Q.5 a) Name the element of operation strategies. b) What is fore casting? Why is it necessary in Production Function? Q.6. a) How manufacturing Process are classified? b) What are different methods of metal cutting? Q.7. a)Describe the objective of plant layout. b) Explain Production Planning & Control. Marks: 08 Marks: 08 Marks: 08 Marks: 08 Marks: 08 Marks: 08

Q. 8. a) Describe the purchasing cycle in details. b) What is the statistical quality control?

Marks: 08 Marks: 08

Q.9. a) What do you understand Kanban Cards?

Marks: 08

b) Explain and discuss the modern approach to preventive maintenance. Marks: 08

PART-C Sunshine Clearing Systems As one of the largest contract cleaning companies in the state of Florida, Sunshine Clearing systems, Inc., has more than 1,000 employees and annual revenues exceeding $10 million. The company specializes in pressure cleaning, janitorial service, and window cleaning. The companys success is evident by the long list of clients it serves, including the Miami Dolphins training center, the Orlando arena (home of the Orlando Magic), the Florida Turnpike Authority, the Florida Cirrus Bowl, the fort Lauderdale Airport, and numerous banks, restaurants, and convention centers. The company is expanding beyond the state of Florida and has landed a window cleaning contract for all 11 museums of the Smithsonian Institution in Washington, D.C. The success of Sunshine Cleaning can, in large measure, be traced to the leadership of the companys CEO. Larry Calufetti. A former major league baseball player, Calufetti applies many of the principals he learned during his days as a player to his coaching style of leadership. Under his direction, all the managers of this privately held corporation have to use the coaching leadership style. Calufetti is convinced that this approach is the key to motivating and leading employees to accomplish the companys goals.

Seven major principles comprise sunshines coaching leadership style. First leading by example, sunshine management supports and respects all its employees and believes, further that all of them should treat others as they want to be treated. Second, management believes that, just like their counterparts in baseball, managers need to train and teach employees how to do their tasks correctly. Third, management supplies employees with all the necessary tools and supplies the need to do their jobs well. Fourth, employees need to feel responsible for their jobs and take pride in doing good work and, in the process, develop a special esprit de corps that translates into better performance.

Fifth, management encourages innovation from its employees by openly soliciting new ideas from them. Sixth, it utilizes various rewards, both financial and informal, to build loyalty to the organization and sustain its family atmosphere. Finally, the company develops its employees (as a baseball coach would), helping them find their niches and maximizing their effectiveness. As part of this development program, the company promotes from within so that employees view their work as a career opportunity, not just another job.

With the companys growth and significantly lower than average turnover rate (in an industry with a history of high turnover), the coaching leadership style at Sunshine Clearing Systems is an apparent big league hit. Questions: 1. How dose coaching differ from managing? Marks: 06

2. Why does Sunshines management stress the cross-training of employees? Marks:07 3. For what practical reasons does sunshines management emphasize responsibility and innovation and reward employees for exhibiting these traits? Marks:07