ISBM BMS MBA DMS EMBA ANSWER CASE STUDY
SOLUTIONS PROJECT REPORTS
PROJECT GUIDANCES,
ASSIGNMENT ANSWERS ETC…
OF
MBA EMBA MSW BBA BBM BMS BCOM
ALL INDIAN & FOREIGN UNIVERSITIES
UPES IGNOU ISBM IIBM KSBM PSBM ISMS NIBM IIBMS XAVIER NIBM IIMRT IBSAMS ETC..
CONTACT:
DR PRASANTH MBA PH.D. DME
Mob: +91 9447965521 OR +91 9924764558
Website: www.casestudyandprojectreports.com
HOSPITAL MANAGEMENT
Note: Each question carries
10 marks
Describe the stages of growth of hospitality
industry.
Discuss the importance of training in
hospitality sector.
3.
Elaborate the concept of domestic and international tourism.
4.
How do socio-cultural and economic scenarios get affected by tourism?
5.
Describe the various departments of a hotel and their important functions.
6.
Describe briefly the laws and guidelines, related to recognition of travel
agency.
7.
How will you successfully grow in the most competitive hospitality industry?
8.
Suggest the long term plans and actions.
BUSINESS COMMUNICATION
CASE-1 (20 Marks)
Nestle has launched quality street ,lion and after 8 choclates
imported from Europe. Qualtty Street is an
assortment of chocolates priced at Rs. 7 5 for 218 gm. After Eight
is a popular adult chocolate priced at Rs.25
for 20 gm and Lion is a caramel wafer bar priced at Rs. 20 for a
45 gm bar. (Kit Kat )is priced at Rs. 6 for a 17
gm bar and has a chocolaty taste while Lion has a crunchy taste).
The brands have different tastes and will
appeal to different target segments (though the target segment is
one which may have already been exposed to
these brands during visits abroad). These brands have been
introduced in metros in upmarket stores which sell
brands bears the label "lmported by Nestle India Ltd."
indicating that they may be better than smuggled ones
(which may be stale).
Question :
Suggest suitable media
/media vehicles for promoting these brands. Give reasons in support of your
answer
What business communication
media you will utilize if you have to launch a soap in rural India?
CASE -2 (20 Marks)
The herbal shampoo market is valued at around Rs. 100 crores.
Ny/e, Ayur, Dqbur and Biotique are some of the
established brands in the market.
Helene Curtis (JK Group) has introduced a premium herbal shampoo
(with variants Shikskai, henna and qmla
and brqhmi and josur) priced between Rs. 80 and Rs. 90 (500 ml)
for different types of hair. The proposition is
the benefits offered by lhe variant based on the combination of
herbs, benefits offered by the variants range
from extra protection and nourishment to colour, body and bounce.
The shampoos have been launched under
the brand name Premium Herbsl Shsmpoos and they target urban
housewives with a monthly household
income of Rs.25,000. The brand is distributed through 7 0,000
retail outlets and 120 Raymond shops. The
company has planned only point of purchase (POP) posters initially
and may consider the electronic media
later. The shampoo has an annual advertising expenditure of Rs. 10
crores.
Question :
Comment on the marketing
mix of JK's Premium Herbsl Shampoos ?
How can you make their
communication more effective ?.
Page 2 of 2
CASE 3 (40 Marks)
Attempt all cases of the following: (10
marks each)
Iran Rafsanjan Co.,
Rafsanjan City, Iran has taken a marine insurance policy No. VB/84/3629/29
dated
20th December, 2005 from Albroz Insurance Co., Kerman City, Iran for
the import of 500 tractor gears
from Apex Products (India) Ltd., Delhi. The exporter shipped the
cargo on board vessel — SEEMA on
26th December, 2005 for Bandar Abbas Port of Iran.
As per the letter of credit condition, the exporter was required
to fax the shipment details to Albroz
Insurance Company within 24 hours of the shipment. However, the
exporter could not fax such details due
to change in telephone (fax) number of the insurance company.
Draft an express telegram to intimate shipment details.
ii) Yours is a multinational company having joint venture with a
Chinese company. Plant is to be located at
Surat. The company immediately needs an Executive - Foreign
Affairs (male/female) with ability of
“writing and speaking Chinese language.
Draft a recruitment advertisement for publication under classified
column of a national daily. Salary-is no
bar for the right candidate. E-mail address -info@krishnafashions.com
iii) The local head office of State Bank of India is located at
11, Parliament Street, New Delhi-110001. The
bank wants to construct 76 flats at Noida for its employees and
invite applications for pre-qualification of
contractors. Full details are available on its website -
www.sbi.co.in or www.statebankofindia.com/
procurement_news.
Draft a notice for pre-qualification of contractors.
iv) The Joint Admission Board (JAB) of Indian Institutes of
Technology in its meeting held on 17th
September, 2005 at Kolkata has taken some decisions with regard to
Joint Entrance Examination (JEE)
2006, i.e., to appear in JEE, one must secure at least 60% marks
(55% for SC/ST and PD) in 10+2
examination; a candidate can have only two attempts with effect
from JEE-2006; and a candidate who
joins any of the IITs through JEE-2006 will not be permitted to
appear in JEE in future.* It was also
decided that candidates, who have passed their qualifying
examination in 2005 or earlier, will be allowed
to appear in JEE-2006 as the last chance, witji no consideration
of marks or attempts at JEE subject to age
requirements. On behalf of the JAB, draft a suitable press release
to be issued by organising chairman
highlighting these
decisions.
BUSINESS ETHICS
CASE -1 (20 Marks)
Joan, an employee of Great American Market, was warned about
her excessive absenteeism several
times, both verbally and in writing. The written warning
included notice that "further violations will
result in disciplinary actions," including suspension
or discharge.
A short time after the written warning was issued, Joan
called work to say she was not going to be in
because her babysitter had called in sick and she had to
stay home and care for her young child. Joan's
supervisor, Sylvia, told her that she had already exceeded
the allowed number of absences and warned
that if she did not report to work, she could be suspended.
When Joan did not report for her shift,
Sylvia suspended her for fifteen days.
In a subsequent hearing, Joan argued that it was not her
fault that the babysitter had canceled, and
protested that she had no other choice but to stay home.
Sylvia pointed out that Joan had not made a
good faith effort to find an alternate babysitter, nor had
she tried to swap shifts with a co-worker.
Furthermore, Sylvia said that the lack of a babysitter was
not a justifiable excuse for being absent.
Questions:
Was the suspension
fair?
Did Joan act
responsibly?
Should she be fired?
CASE-2 (20 Marks)
You own a cement company, and deal with most the local
contractors for cement, sand, etc. You have
a reputation of high quality products, and for good customer
service with your customers. Your
foreman has just run the standard quality control tests you
have performed regularly on your products.
When the test results are ready, you discover that the new
batch of product is 9% less durable than
your usual material. It is still well above all industry
standards and meets all building codes and
requirements for the purposes for which it is intended, but
it is, nevertheless, not up to your usual
standards. Throwing it away would cost your company many
thousands of dollars.
You decide to sell the cement anyway.
Questions:
Should you tell your
customers?
Should you discount
the price?
Should you tell your
employees, so they will be knowledgeable with the customers?
Would you use this
cement on foundations for your own house?
Page 2 of 3
CASE-3 (20 Marks)
Fred, a 17-year employee with Sam's Sauna, was fired for
poor job performance and poor attendance,
after accruing five disciplinary penalties within a 12-month
period under the company's progressive
disciplinary policy. A week later, Fred told his former
supervisor that he had a substance abuse
problem.
Although there was no employee assistance program in place
and the company had not been aware of
Fred's condition, their personnel director assisted Fred in
obtaining treatment by allowing him to
continue receiving insurance benefits and approved his
unemployment insurance claim.
Fred subsequently requested reinstatement, maintaining that
he had been rehabilitated since his
discharge and was fully capable of being a productive
employee. He pointed to a letter written by his
treatment counselor, which said that his prognosis for
leading a "clean, sober lifestyle" was a big
incentive for him. Fred pleaded for another chance, arguing
that his past problems resulted from drug
addiction and that Sam's Saunas should have recognized and
provided treatment for the problem.
Sam's Saunas countered that Fred should have notified his
supervisor of his drug problem, and that
everything possible had been done to help him receive
treatment. Moreover, the company stressed that
the employee had been fired for poor performance and
absenteeism. Use of the progressive discipline
policy had been necessary because the employee had committed
a string of offenses over the course of
a year, including careless workmanship, distracting others,
wasting time, and disregarding safety rules.
Questions:
Should Fred be reinstated?
Was the company fair
to Fred in helping him receive treatment?
Did the personnel
director behave ethically toward Fred?
Did he act ethically
for his company?
Would it be fair to
other employees to reinstate Fred?
CASE-4 (20 Marks)
In January of last year, the S.S. Vulgass, an oil tanker of
the Big Dirty Oil Company ran around in the
area just north of Vancouver, spilling millions of gallons
of crude into the waters and onto the beaches
of British Columbia and southern Alaska. The damage to the
beaches and wildlife and consequently to
the tourist industry, the ecology and the quality of life of
the local residents is incalculable, but in any
case will require many millions of dollars for even the most
minimal clean-up.
The ship struck a small atoll, well-marked on the navigational
maps, but it was a dark night and the
boat was well off course. On further investigation, it was
discovered that the Captain of the Vulgass,
Mr. Slosh, had been drinking heavily. Leaving the navigation
of the ship to his first mate, Mr. Mudd,
he retired to his cabin, to "sleep it off." Mr.
Mudd had never taken charge of the ship before, and it is
now clear that he misread the maps, misjudged the waters,
maintained a speed that was inappropriate
and the accident occurred. Subsequent inquiries showed that
Captain Slosh had been arrested on two
drunk driving convictions within months of the accident. The
Vulgass itself, a double-hulled tanker,
was long due for renovation and, it was suggested, would not
have cracked up if the hull had been
trebly reinforced, as some current tankers were.
Page 2 of 3
R. U. Rich, the Chief Executive Officer of Big Dirty Oil
declared the accident a "tragedy" and offered
two million dollars to aid in the clean up. The Premier of
British Columbia was outraged.
Environmental groups began a consumer campaign against Big
Dirty Oil, urging customers to cut up
and send in their Big Dirty Oil credit cards in protest. In
a meeting to the shareholders just last month,
CEO Rich proudly announced the largest quarterly profit in
the history of the Big Dirty Oil Company.
He dismissed the protests as "the outpourings of
Greenies and other fanatics" and assured the
shareholders that his obligation was, and would always be,
to assure the highest profits possible in the
turmoil of today's market.
Questions:
The question is, who is responsible?
Against whom should
criminal charges be leveled?
What should be done,
if anything, to punish the corporation itself?
What about the CEO?
PERSONNEL MANAGEMENT
SUBJECT: PERSONNEL MANAGEMENT
CASE STUDY : 1
Manpower planning is important aspect. Macro issues
concerning factors like national population trends,
educational plans, economic growth rate, overall supply and
demand for various categories of manpower will
certainly have an impact on the manpower plans of the
enterprise.
These factors impinge on the enterprises plans the manpower
planner needs to be aware of their impact. One
of the assumptions made in a less developed country like
India, with surplus labour, is that there are large
number of trained manpower available for any specific skill
requirement. It is generally not so.
Define the term
“Manpower Planning”?
Discuss “Manpower
Planning makes for different purposes at different level”?
Explain some other
pay-offs from Manpower Planning to the enterprise?
Objectives of
Manpower Planning. Explain in detail?
CASE STUDY : 2
The process of selection involves three stages –
Recruitment, Selection and Placement. Recruitment refers to
making the vacancies known to potential applicants and
thereby generating applications for position. This is
generally done through advertisement in mass media,
employment exchange, private employment agencies,
deputation, word of mouth and campus recruitment.
Once these applications are generated, the actual selection
begins. The number of methods can be used to
select. These may include application form, selection tests,
interviews, business games, physical
examination. Finally the employee’s are placed in the
appropriate positions.
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91
9924764558 OR +91 9447965521
Define the term “Word
of Mouth”.
Define the objective
and importance of advertisement in the process of Recruitment?
Define the term
selection in brief.
Explain the methods
of selection?
CASE STUDY : 3
Open and two way communication ensures survival of the
organization. It is means to make members work
together. Formal communication can be downward and upward.
Despite its significance communication
can suffer from distortions both intended as well as
unconscious. Some of the reasons for distortions are
tendency to evaluate pre-existing attitudes, sterotypes,
values and perceptions. Feedback can help improve
the quality of communication. Feedback however should be
prompt both positive and negative, focus an
action and behavior instead of individual.
Distinguish between
one way versus two way communication.
Define the tem formal
and informal organizational communication?
Explain the most
common channels available for downward communication in an organization?
What do you mean by
communication filters?
CASE STUDY : 4
The quality of work life (QWL) research programme, which has
been in progress for sometimes now, has
tried to understand human behavior in the work situation in
order to enhance productivity job satisfaction
and employee involvement. QWL takes a holistic view of the
employee at the work place. The focus has
shifted from time to time. QWL related activities are
several but revolve around work restructuring, job
design, participative problem solving, reward systems and
work environment.
What do you
understand by the concept of QWL?
Identify its major
activities and concerns?
Discuss the relevance
of QSL in the Indian context?
‘Flexible working
time arrangement can be an answer to the multifarious roles of the Indian
worker’,
Evaluate.
SUBJECT: PRINCIPLE & PRACTICE OF MANAGEMENT
Marks: 80
CASE STUDY : 1
International Case : Carrefour — Which Way to Go?
Wal-Mart's biggest global competitor is the big French
retailer Carretour, a firm that has hypermarkets, big
stores offering a variety of goods. It has made large
investments around the globe in Latin America and China.
But not all is well as competitors taking market share its home
market, for instance. There has been even
speculation of a takeover by Wal-Mart or Tesco, an English
chain. Mr. Barnard has been ousted after heading
the company for 12 years; he was replaced by Jose Luis
Durant who is of German-Spanish descent. Although
the global expansion is cited by some as success, it may be
even a big mistake. It withdrew from Japan and
sold 29 hypermarkets in Mexico. Carrefour also had problems
competing with Tesco in Slovakia and the
Czech Republic. In Germany, the company faced tough
competition from Aldi and Lidle, two successful
discounters. On the other hand, it bought stores in Poland,
Italy, Turkey, and opened new stores in China,
South Korea, and Columbia. Carrefour has become more careful
in selecting markets. But. the company is
eager to enter the Indian market, but found out in late 2006
that Wal-Mart will do so as well.
In France, where Carrefour is well established, the company
made the big mistake in its pricing policy. It
probably started with the 1999 merger with Promodes, the
French discount chain. Carrefour confused the
French clientele by losing its low-cost image; whether the
image can be changed remains to be seen. Mr.
Durant, the new CEO since 2005, embarked on the new strategy
by offering 15 percent new products in its
hypermarkets and 10 percent in its supermarkets. Moreover,
he wants to employ more staff, extend the
operating hours in certain hypermarkets, cutting prices,
trying small stores, and pushing down decision
making. Mr. Durant aims to stay only in countries where
Carrefour is among the top retailers.
Questions:
How should Mr. Durant
assess the opportunities in various countries around the world?
Should Carrefour
adopt Wal-Mart's strategy of "low prices everyday"? What would be the
advantage or
disadvantage of such a strategy?
How could Carrefour
differentiate itself from Wal-Mart?
4. Identify cultures in selected countries that need to be
considered in order to be successful?
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91
9924764558 OR +91 9447965521
CASE STUDY : 2
International Case : Reengineering the Business Process at
Procter & Gamble
Procter & Gamble (P&G), a multinational corporation
known for products such as diapers, shampoo, soap, and
toothpaste, was committed to improving value to the
customer. Its products were sold through various
channels, such as grocery retailers, wholesalers, mass
merchandisers, and club stores. The flow of goods in the
retail grocery channel was from the factory's warehouse to
the distributors' warehouses before going to the
grocery stores where customers selected the merchandise from
the shelves.
The improvement-driven company was not satisfied with its
performance and developed a variety of programs
to improve its service and the efficiency of its operation.
One such program was electronic data interchange,
which provided daily information from the retail stores to
P&G. The installation of the system resulted in
better service, reduced inventory levels, and labor-cost
savings. Another approach, the continuous
replenishment program, provided additional benefits for
P&G as well as for its retailer customers. Eventually,
the entire ordering system was redesigned, with the result
of dramatic performance improvements. The
reengineering efforts also required restructuring of the
organization. P&G had been known for its brand
management for more than 50 years. But in the late 1980s and
early 1990s, the brand management approach
pioneered by the company in the 1930s required rethinking
and restructuring. In a drive to improve efficiency
and coordination, several brands were combined with
authority and responsibility given to category managers.
Such a manager would determine overall pricing and product
policies. Moreover, the category managers had
the authority to withdraw weak brands, thus avoiding
conflict between similar brands. They were also held
responsible for the profit of the product category they were
managing. The switch to category management
required not only new skills but also a new attitude.
Questions:
The reengineering
efforts of P&G focused on the business process system. Do you think other
processes,
such as the human system, or other managerial policies need
to be considered in a process redesign?
What do you think was
the reaction of the brand managers, who may have worked under the old system
for
many years, when the category management structure was
installed?
As a consultant,
would you have recommended a top-down or a bottom-up approach, or both, to
process
redesign and organizational change?
What are the
advantages and disadvantages of each approach.
CASE STUDY : 3
International Case : The Restructuring of Daimler-Benz
In a 1996 address to stockholders and friends of
Daimler-Benz, CEO Jurgen Schrempp reviewed the position
of the diversified company. He started by saying "1995
was a dramatic year in the history of Daimler-Benz." It
was also a year that the board of management made a major
break with the past.
Daimler-Benz, with more than 300,000 employees worldwide,
consisted of four major groups: The first, by far
the biggest and most successful group, was Mercedes-Benz
with about 200,000 employees. It is best known
for its passenger cars and commercial vehicles. The second
was the AEG Daimler-Benz industries in the
business of rail systems, microelectronics, heavy diesel
engines, energy systems technology, and automation.
The third was the Aerospace Group in the business of
aircraft (the company has a more than one-third interest
in the Airbus consortium), space systems, defense and civil
systems, and propulsion systems. Finally, there
was the Inter Services Group consisting of systemshaus,
financial services, insurance brokerage, trading,
marketing services, mobile communications services, and real
estate management.
Daimler-Benz went through various development phases. From
1985 to 1990, it diversified into aerospace and
electrical engineering. The aim was to become an integrated
high-tech group. This diversification was further
consolidated in the next phase that extended from 1990 to
1995. Under the leadership of Schrempp, the core
business was redefined and the strategy refocused.
A 1995-96 portfolio review showed the need for refocusing on
what the company could do best. Top
management reevaluated its strategies and its core
businesses based on economic criteria and the strategic fit
of the various activities. It became clear that the
company's strengths were in car manufacturing, the truck
business, and the railroad sector. Mercedes Benz, for
example, had a strong competitive position with its cars
and trucks in Europe, North America, and Latin America. Vans
were also relatively strong in Europe, and
buses had a good competitive position in Latin America.
Based on this analysis, the strategies for potential
growth were through globalization and the development of new
product segments.
In 1996, top management reassessed the company's position
and its 1995 unsatisfactory results from its
operations. It was discovered that the company was exposed
to currency fluctuations that affected profitability.
The company's image was also blurred because of the ventures
into many different kinds of industries. The
management board decided to cut its losses and chart a new
direction for the company, with greater emphasis
on profitability. The organization structure was tightened
and certain businesses were divested. In fact, policy
decision from an earlier period were reversed. The
unprofitable AEG Group and the Dutch aircraft
manufacturer Fokker did not receive financial support. Since
both the Dutch government and Daimler-Benz
withdrew support, Fokker filed for bankruptcy. Although
these and other drastic decisions helped reduce the
1995 financial losses, the company's goal was not to
emphasize maximizing short-term profitability but to
work toward medium- and long-term profitability.
A number of other managerial decisions were made to achieve
the ambitious goals of reducing costs and
improving profitability. Employees close to the operations
were empowered to make decisions necessary to
carry out their tasks. The organization structure was
simplified and decentralized so that organizational units
could respond faster to environmental changes. Moreover, the
new organization structure was designed to
promote an entrepreneurial spirit. Control was exercised
through a goal-driven, performance-based reward
system. At the same time, the new structure was designed to
promote cooperation. In 1997, the board of
management restructured and integrated the Mercedes-Benz
Group into Daimler-Benz. Consequently,
Mercedes-Benz's chief, Helmut Werner, who had been given
credit for a successful model policy, resigned
from the company.
Questions:
What is your
assessment of Daimler-Benz's operations in many different fields?
Should the various
groups operate autonomously? What kinds of activities should be centralized?
Daimler-Benz is best
known for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the
first
place and why did it venture into the Aerospace and Inter
Services businesses?
Given the apparent mistakes
in acquiring non-automotive businesses, what should Jurgen Schrempp do
now?
CASE STUDY : 4
International Case : Global Car Industry
How the Lexus Was Born-and Continued Its Success in the
United States, but will Lexus Succeed in Japan?
One of the best examples of global competition is in the car
industry. As the Japanese gained market share in
America, U.S. car makers required the Japanese to
self-impose quotas on cars exported to the United States.
This encouraged Japanese firms not only to establish their
plants in the United States but also to build bigger
and more luxurious cars to compete against the higher-priced
U.S. cars- and the expensive European cars such
as the Mercedes and the BMW.
One such Japanese car is the Lexus, by Toyota. This car is
aimed at customers who would like to buy a
Mercedes or BMW but cannot afford either. With a sticker
price of $35,000, the Lexus is substantially less
expensive than comparable European imports. In 1983, Toyota
set out to develop the best car in the worldmeasured
against the Mercedes and the BMW. The aim was to produce a
quiet, comfortable, and safe car that
could travel at 150 miles per hour and still avoid the gas
guzzler tax imposed on cars getting less than 22.5
miles per gallon. This seemed to be an idea of conflicting
goals: cars being fast seemed irreconcilable with
cars being at the same time fuel-efficient. To meet these
conflicting goals, each subsystem of the car had to be
carefully scrutinized, improved whenever possible, and
integrated with the total design. The first version of the
32-valve V-8 engine did not meet the fuel economy
requirement. The engineers applied a problem-solving
technique called "thoroughgoing countermeasures at the
source." This means an attempt to improve every
component until the design objectives are achieved. Not only
the engine but also the transmission and other
parts underwent close scrutiny to make the car meet U.S.
fuel requirements.
Toyota's approach to achieving quality is different from
that of German car manufacturers. The latter use
relatively labor-intensive production processes. In
contrast, Toyota's advanced manufacturing technology aims
at high quality through automation requiring only a fraction
of the work force used by German car makers.
Indeed, this strategy, if successful, may be the secret
weapon to gain market share in the luxury car market.
Questions:
Prepare a profile of
the potential buyer of the Lexus.
What should Mercedes
and BMW do to counteract the Japanese threat in the United States and Europe?
Why has the Lexus
model been very successful in the U.S. but has not been marketed in Japan?
(Suggestion: Review the frequency of repair records of
luxury cars. Also talk to Lexus dealers or Lexus
owners).
Do you think Lexus
will succeed in Japan? Why or why not
SUB : Architectural Management
Attempt all questions:
By collecting the
information from the relevant and authenticated sources, make a report
on the
following:
a) Sustainable development
b) Conservation
c) Schemes for slum area improvement
d) Traffic control systems in India in comparison with
foreign country.
e) Road transport and Rail transport schemes for city
transport and compare them.
f) Parking problems
You are entrusted with evaluating a building as a “Complete
System”. How would you
do this effectively. You may hold interviews of
builders/owners of shops and office
premises and other customers regarding achievements and
problems.
Carry out a critical
study of the Architectural pattern of
a) 19th Century
b) 20th Century
c) Early 21st Century
Based on your study, project your opinions and suggestions
for further development.
You will agree that
all about urban planning and landscape is equally true for rural
design and landscape. However, the scale is different, cost
of the land is less, size of
the plot is bigger and with the closeness of nature,
achievement is comparatively easy.
What is important is the approach.
Keeping in mind that every village to be developed into a
mini town with aesthetic
landscape, what would be your approach in order to achieve
the desired level as stated
above.
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91
9924764558 OR +91 9447965521
Case Study of a House
The brief
One hall/dining, one bedroom, toilet, kitchenette, verandah,
economical structural system,
minimum furniture. Total area around 60 sq. m.
The design
“The virtues of geometry” is the theme of this design. Since
it is a guest house, the user is
not going to stay for more than two to three days. Thus
there will be no specific suggestion
about the shape of the rooms. To achieve economy, the virtue
of geometry of a circle is
utilized. The periphery is less for the same area of a
circle than a square or rectangular
shaped structure. Thus the length of the wall is reduced to
achieve economy. This also
makes the 23 cm load bearing structure more stable, like a
well. An open verandah with
built-in seating and kitchenette and with rectangular shaped
toilet is added opposite to each
other. A common RCC slab joining these volumes do not allot
chajjas for the windows placed
at the junction points. To ensure further economy, the 45
sloping AC sheet roofing allows
storage space for kitchen and conceals the overhead water
storage tank over the toilet. The
two skylights, one for dressing in the bedroom and one over
the folding dining table allows
adequate light for the central dark portion. Thus, the total
composition becomes a unique
combination of cylindrical, cube and triangular shapes. The
major furniture is of built-in type
which minimizes the cost, and needs less maintenance. Owners
of this guest house wanted
more weightage to be given for economy and maintenance,
which I have succeeded in
getting.
The Outcome
Virtues of geometry with structural logic can create good
designs. Aesthetical and
economical considerations give permanent quality to the
structure, making it an architectural
object and not just a building.
Issues to be Addressed :
Study all details
shown in the plan, the axonometric view and orientation, and comment
on the
total planning.
Find out the total
plinth area by preparing working drawings.
State various
measures proposed to achieve economy in cost.
Give a thought to
solar system for heating water, landscaping treatments, and plan’s
usefulness
for farm house.
SUBJECT : INVENTORY
MANAGEMENT
COURSE : ADMTM Total
Marks : 80
Section A : Marks 3
each
Q.1
What is ABC analysis?
Give four examples of MRP?
What is meant by lead time?
Define standardization?
What are the various
inventory models?
(f) What are the functions of inventory?
(g) Explain briefly the various types of inventories?
(h) Define traffic management?
(i) What is the need for feedback inventory information system?
(j) Give two factors considered for choosing equipments for
material handling?
Section B Marks 10
each attempt any 5
Comptek computers wants to
reduce a large stock of PCs it is discontinuing. It has offered a
university book store a quantity discount pricing schedule as
follows:
(please see the attachment)
Quantity Price
(Rs.)
1-49 14,000
50-89 11,000
>90 9000
The annual carrying cost for the bookstore for a PC is Rs. 190,
the ordering cost is Rs. 2,500
and annual demand for this particular model is estimated to be 200
units. The bookstore wants
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
to determine if it should take advantage of this discount or order
the basic EOQ size.
Explain the following
terms:
Lead time
Re-order point
Stock out cost
Set-up cost.
What is the purpose of
safety stock? How will the use of safety stock affect the EOQ? How
will the safety stock affect the total annual carrying cost of the
material?
Describe the relation
between Material requirement planning and Master productions schedule.
What are the advantages and limitations of MRP?
Q5) What are the objectives of stores management? How do you
decide about the location and
layout of an effective store in an organization?
Q6) What is the purpose of JIT? Why are flexible resources
essential for JIT? Wow are suppliers
affected by JIT?
SUBJECT : MANUFACTURING PLANNING AND CONTROL
COURSE : ADMTM Total
Marks : 80
Time : 3 Hours
N.B. : 1. All
Questions are compulsory
2. Illustrate your
answers with suitable sketches wherever possible.
3. All question carry
equal marks.
What are the typical tasks
performed by the MPC system and how do these task affect the
company operation. What is the cope of ERP implementation and how
are the various modules of
the software organized.
What are the communication
linkages between demand management, other MPC modules and
customers? And what the fundamental activities in sales and
operation planning and what
techniques can be uses explain in brief.
Write the short note on
four of the following:
I) Master production Schedule
II) Function of Manufacturing planning and control
III)Computer integrated manufacturing
IV)Breadth of purchasing in MPC.
Compare CPM and PERT
b) With the help of block diagram explain hierarchy of capacity
planning decision.
c) Describe the function vendor development and vendor management.
Q3) a) State the seven wastes as being the targets of continuous
improvement in Just in Time.
b) There are five jobs of which is to be processes through three
machines A, B, and, C in order
ABC Processing time in hour are
Job A B C
1 3 4 7
2 8 5 9
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
3 7 1 5
4 5 2 6
5 4 3 10
Determine the optimum sequence for the five jobs and the minimum
elapsed time.
c) Compare the bill of materials and cookbook recipe.
d) Explain the practical steps involved in solving PERT problems.
Explain Role of demand
management in manufacturing, planning and control with suitable
example?
b) State advantages, limitation and Application of Linear
programming. What basic concepts and
module are used for shop floor and vendor scheduling and control.
c) Describe the function vendor development and vendor management
SUBJECT : PURCHASING & MATERIALS MANAGEMENT
COURSE : ADMTM Total
Marks : 80
N.B. : 1) All
Questions are compulsory
Illustrate your
answers with suitable sketches wherever possible.
Figure to the right indicate full marks.
Define and discuss the significance of the materials management
concept. [06 Marks]
What is the role of Materials Management in improving materials
productivity?
Explain briefly. [06 Marks]
Explain the various materials codification methods. How Standardization
reduces cost in the
Materials Management? [08 Marks]
Q2) a) Explain the concept of
choice and rationalization of materials [08 Marks]
b) What is the value analysis?
What are the different types of values? Describe the importance
of value analysis in an industrial enterprise. [08 Marks]
c) Discuss the computer based
inventory management system with diagram and
explain in details. [04 Marks]
Q3) a) What are the activities of
purchase research? In which areas can purchase
research is conducted? Explain purchase library concept. [08 Marks]
b) What is negotiation?
Enumerate and discuss various tactics that may be used by
buyer while negotiating price with a supplier. [08 Marks]
c) Explain the term vender
development and vender rating in details. Also explain
the benefit of vendor rating [06 Marks]
Q4) a) List and explain in brief
the factors influencing make or buy decisions [08 Marks]
b) The Sahu Pump Corporation
uses 60,000 valves per year and the usage is fairly constant at
5000 valves per month. Each valve costs the company Rs. 1.50. The
carrying cost for the
company has been estimated at 15 % of the average inventory
investment. The cost to place
an order and process the delivery is Rs. 30
i) Calculate economic order quantity
ii) What is the stock turnover rate ignoring safety stock if EOQ
is ordered
frequently? [06 Marks]
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
What is variety reduction?
Explain the areas of variety reduction [08 Marks
SUBJECT : DESIGNING & MANAGING THE SUPPLY CHAIN
COURSE : ADMTM Total Marks : 80
Time : 3 Hours
N.B. : 1) All Questions are compulsory
2) Illustrate your answers with suitable sketches wherever
possible.
3) Figure to the right indicate full marks.
Q1) Solve any four of the following
a) Explain the push/pull view of supply chain.
b) Explain, what is the competitive strategy of supply
chain.
c) Discuss the goal of Supply Chain.
d) Describe the major obstacle that must be overcome to
successfully manage a supply chain.
Q2) a) Identify the major drivers of supply chain
performance and discuss the role of each driver in
creating strategic fit between the supply chain strategy and
the competitive strategy.
b) Evaluate the strengths and weakness of different modes of
transportation
Q3) Attempt any three of the following
a) List the various view of supply chain and discuss one of
them.
b) Describe how the company achieves strategic fit between
its supply chain strategy and
competitive strategy.
c) Discuss the impact of replenishment policies on supply
chain on safety inventory.
d) Discuss the role of distribution in the supply chain.
Q4) Write the short note on any five of the following.
a) Role of transportation in supply chain
b) Role of sourcing in supply chain.
c) Safety inventory management in Supply chain
d) Coordination in supply chain.
e) Role of Information technology in Supply chain.
f) E-Business and supply chain management
OPERATIONS MANAGEMENT
CASE-1 (16 Marks)
Bloomsday Outfitters produces T-shirts for road races. They
need to acquire some new stamping
machines to produce 30,000 good T-shirts per month. Their
plant operates 200 hours per month, but
the new machines will be used for T-shirts only 60 percent
of the time and the output usually includes
5 percent that are "seconds" and unusable. The
stamping operation takes 1 minute per T-shirt, and the
stamping machines are expected to have 90 percent efficiency
considering adjustments, changeover of
patterns, and unavoidable downtime. How many stamping
machines are required?
CASE-2 (16 Marks)
In the table given below the Distribution Manager is
expected to service these DCs as per the demands
placed. If the actual sales after completing week one is as
follows, what would be the quantities that
would need amendment as far as Distribution Manager is
concerned to service for week two and
onwards?
After week one the actual sales to Forecasted sales for week
one ratio is as under: Mumbai did 80 % of
forecast , Lucknow did 75 % of forecast Kolkata did 60 % of
week one forecast Chennai did 125 % of
forecast and Delhi did 150 % of week one forecast
Note : Kolkata will receive transit stocks in week 2 .
CASE-3 (16 Marks)
After working for 30 years, Ramjee Somjee Dutt opted for VRS
and started a courier company and did
very well in the first four years. He was now looking for
expansion of his business and decided to
venture into Road transportation business between Chennai
and Mumbai and Mumbai and Delhi as he
felt that he could do well on this line. However before
taking a final decision he hires your
Management Consultant firm formed by yourself. He has
requested you to work out the Price to quote
his clients for these two routes considering the costs
involved. He expects to earn a minimum profit of
Rs 1000 per day per truck after meeting all expenses. Your
analysis of market conditions tell you the
following:
Vehicle cost Rs 7 lacs Depreciation 15 % Maintenance costs
per day Rs 150 Drivers monthly Salary
Rs 5000 : Attendants monthly salary Rs 3000 . Misc expenses
Rs 200 per day. Driver allowance is Rs
125 per day and attendant gets Rs 75. Diesel cost per liter
is Rs 25 and the vehicle gives an average
mileage of 4 km to a liter. The Financial institutions offer
loans at 10 % interest pa, which Ramjee has
been negotiating. It has been observed that on an average
the vehicle covers 400 km per day. The
distance between Mumbai to Delhi is 1500 km and Mumbai to
Chennai is 1350 km. The driver gets
rest day in Mumbai only for one day after they return from
any trip.
CASE-4 (16 Marks)
A company is operating in two unrelated businesses. The
first one is making common salt, which is
sold in one-kilogram consumer packs. The second business is
making readymade garments. The owner
of the businesses has decided to implement Materials
Requirement Planning (MRP) in one of the two
businesses, which is likely to give him greater benefit.
Assuming that the current turnover and profits
of both the units are comparable, compare the relative
benefits and limitations of Materials
Requirement Planning (MRP) for these two businesses.
CASE-5 (16 Marks)
A Manufacturer of motorcycles buys spark plugs at Rs.15
each. Now he wishes to manufacture the
plugs in his own factory. The estimated cost for the
manufacture of spark plugs is around
Rs.50,000=00 and the variable cost comes to Rs.5 per spark
plug. The Production Manager advises the
Manufacturer that the factory should go for manufacturing
instead of procuring them from the open
market.
List out reasons for the decision of the Production Manager
backed up by the necessary data
PROJECT
MANAGEMENT
Attempt
all questions
Give a detailed description on “Detailed
Project Report”. Indicate the Pros and Cons of it also.
(10 Marks)
What is Project Management Information System?
Why is a Project Management Information
System considered to
be of immense importance in a project? In designing a Project Management
Information System
what parameters are to be spelt out clearly in line with the objectives of the
Project management
Information System? (20 Marks)
3. Technology and
processes play crucial role in certain projects. What the key issues are in
regards
to choice of
technology, equipment and processes at the stage of formulation of Detailed
Project
Report?
(10 Marks)
4. Given the activity
mean and Standard Deviation, Find the probability that the project will take
more than 10 weeks to
complete. (20 Marks)
Activity
Mean Standard
Deviation
1 – 2 5 1
2 – 3 4 1
1 - 3 8 1
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D.
MOBILE: +91 9924764558 OR +91 9447965521
5. For the following
network data ,
(20 Marks)
(a) Identify the
Critical Path and its duration
(b) Calculate the
total network slack time.
Job
(Activity)
Network
Initial Node
Network
Final Node
Estimated Time(days)
A 1 2 2
B 1 3 3
C 1 4 3
D 2 5 3
E 2 9 3
F 3 5 1
G 3 6 2
H 3 7 3
I 4 7 5
J 4 8 3
K 5 6 3
L 6 9 4
M 7 9 4
N 8 9 3
O 9 10 2
No comments:
Post a Comment