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MANAGING THE OPERATIONAL DIMENSION(Operations Management) Open Book Exam

September 26, 2015 0 Comment

MANAGING THE OPERATIONAL DIMENSION(Operations Management) Open Book Exam

Order Description

This is an Open book Exam on Managing the Operations Dimension/Operational Management…please find attached the Exam questions attached below

MBA BUSI46300 Managing the Operations Dimension/CO
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Full-Time MBA Programme
BUSI46300 Managing the Operations Dimension
Date assessment issued: 23 September 2015
You should submit your completed assessment to the dropbox no later than: 7 October at 17:00
You should answer ALL FIVE questions.
All questions carry equal marks
MBA BUSI46300 Managing the Operations Dimension/CO
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Answer all 5 questions
a) Using service and manufacturing examples explain how the extremes of the operations management spectrum (jobbing and line) can be characterised. In your answer make reference to the following aspects: volume, variety, order wining criteria, key operations task, skill level, management control, level of automation, process technology and customer involvement. (8 marks)
b) Making reference to the McDonalds case, or similar, discuss how such choices need to be aligned with the market and realigned to accommodate changing customer expectations, for example product variety, customisation and freshness. In your answer make specific reference to the order penetration point (OPP) and the following laws of operations management.
Law of trade-offs
Law of focus
Law of variability buffering (12 marks)
a) Briefly explain the relationship between the following tools and concepts:
Special and common cause variation
Statistical Process Control (SPC)
Six Sigma (6 marks)
b) Using examples, explain the scientific approach to continual improvement termed plan-do-study-act (PDSA). Illustrate your answer by making reference to the tools and concepts in a) above.
(6 marks)
Making reference to a) and b) above, discuss how the theory of performance frontiers (illustrated below) relates to the concept of continual improvement, making specific reference to lean thinking and six sigma programmes. (8 marks)
MBA BUSI46300 Managing the Operations Dimension/CO
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a) You have been asked to use the Theory of Constraints (TOC) 5 focusing steps to improve the flow through a hospital MRI scanner to reduce the patient backlog of over 17 weeks. Your initial investigation shows the scanner is officially available from 8am to 6pm but is routinely shut down at break and lunch times. You have also noticed they are often waiting for the next patient.
Explain how the 5 steps of focusing could be applied to this situation assuming the scanner is the resource constraint. (8 marks)
b) Outline how you would propose to maximise the throughput and explain what questions you would ask beforehand to establish the magnitude of the potential improvement. (6 marks)
c) Discuss how this TOC approach compares with lean thinking. (6 marks)
a) According to Fisher (1997), supply chains need to be matched to products. Explain this statement making reference to the diagram below. (6 marks)
b) Discuss how your explanation, in a) above, relates to the following laws
Law of trade-offs
Law of focus
Law of variability
Law of variability buffering (6 marks)
c) Making reference to cases covered in class discuss how the following coordinated strategies relate to the model in a) above.
o Reduce variation and uncertainty
o Buffer variation and uncertainty
o Separate/postpone variation and uncertainty
(8 marks)
MismatchMismatchMatchMatchFunctional ProductsInnovative ProductsMatching Supply Chains with Products(Source: Fisher, 1997, p109)
MBA BUSI46300 Managing the Operations Dimension/CO
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a) Describe and explain the role that (1) batch ordering and (2) inflated orders play in causing the bullwhip effect – be concise and to the point. (8 marks)
b) Using examples describe how the following 4 initiatives offer means of alleviating the bullwhip effect. Be concise and concrete in your answer and make sure to provide an example for each!
I. Reducing uncertainty
II. Reducing variability
III. Lead-time reduction
IV. Strategic partnerships
(12 marks)
End of Questions

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