IGNOU MBA MS-05 Solved Assignments 2010
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Transcript of IGNOU MBA MS-05 Solved Assignments 2010
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Mixed Strategy The strategies here could include combination of any of the following: Having a stable workforce but employ variable work hours (e.g., increase no. of shifts,flexible work schedules or overtime) Subcontracting / outsourcing
Changing inventory levels
Source: Dilworth, James B. Production and Operations Management: Manufacturing andServices . Fifth Edition. McGraw-Hill, Inc. 1993
What are the important considerations in selecting the production planning strategy?
Demand Chase Strategy
Specific Methods Costs Remarks
Hire additional workers as demand increases Employment costs for advertising, travel,interviewing, training, and others
Shift premium costs if additional shift is added Skilled workers may not be available when
neededLayoff workers as demand decreases Cost of severance pay & increases in unemploymentinsurance costs The company must have adequate capital investment in equipment for thepeak work force level
Level Production Strategy
Specific Methods Costs Remarks
Produce in earlier period and hold until product is needed Cost of holding inventory Serviceoperations cannot hold service inventory
Offer to deliver the product or service later, when capacity is available Delay in receipt of
revenue, at minimum; company may lose customers Manufacturing companies withperishable products often use this method
Exert special marketing efforts to shift the demand to slack period Advertising costs,discounts, other promotional programs Exemplifies the inter-relationship
among functions within an organization
Mixed Strategy
Specific Methods Costs Remarks
Work additional work hours without changing the workforce size Overtime premium pay Thetime available for maintenance work without interrupting production is reduced
Staff for high production levels so that overtime is not necessary Excess personnel wagesduring period of slack demand Work force may be used for deferred maintenance duringperiods of low demand
Subcontract work to outside firms Continuing company overhead; subcontractor's overheadand profits The capacity of other firms can be utilized, but there is less control of schedulesand quality levels
Revise make-or-buy decisions to purchase items when capacity is fully loaded Waste of
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company skills, tooling and equipment unutilized in slack periods These methods requirecapital investments sufficient for the peak production rate, that will be underutilized in slackperiods
How can you monitor effectiveness of your production plans?The important considerations in monitoring the effectiveness of your production plan areshown below:
Systems and Procedures
Consideration Present? Remarks
(if any)
Yes No
Is there a current documentation of production planning and control systems and
procedures? Has this been communicated to all concerned? Does production planning and control have a formal monitoring system to maintain andupdate master scheduling records?
Is there a system of coordination between sales forecasts to be prepared in sufficientdetail so that these maybe readily translated to specific production plans?
Production Planning
Consideration Present? Remarks
(if any)
Yes No Does production planning and control prepare a master production schedule with all theproduction assignments and time allocation?
Do the production schedules permit adequate planning of purchases and inventory levels?
Are there signs of significant lost time or low rate of worker productivity? Are the numbersof such orders appear to be significant?
Production Control
Consideration Present? Remarks
(if any)
Yes No
Can the status of any order or work in progress be readily determined?
Do actual production levels deviate significantly in comparison with planned schedules?
Do actual shipments of orders almost always occur according to schedule?
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Are essential production control records and reports maintained to cover current andfuture production loads?
Two - Wheelers Annual Review January 2009
Published by: CRISIL Ltd.
Published: Jan. 30, 2009 - 84 Pages
Table of Contents
Sections
Two-wheeler growth prospects affected by weak finance scenario and nearing urbansaturation
Executive summary
1.0 Demand review and outlook
2.0 Profitability - Review and outlook
Box
1.0 Demand review and outlook
01 Methodology for forecasting long-term demand for two-wheelers
Chart
1.0 Demand review and outlook
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01 CRISIL Researchs two-wheeler penetration methodology
Figures
1.0 Demand review and outlook
01 Two-wheeler domestic sales trend
02 Two-wheeler Segmental growth trend
03 Two-wheeler Segmental share
04 Scooter segment growth trend Geared and ungeared
05 Motorcycle demand monthly trend
06 Scooter demand monthly trend
07 Motorcycle demand growth
08 Scooter demand growth
09 Urban and rural penetration
10 Share of rural and urban to total two-wheeler population
11 Two-wheeler demand trend
12 Motorcycle demand trend
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13 Share of urban and rural to total motorcycle demand
14 Scooter demand trend
15 Mopeds demand trend
16 Country-wise estimated two wheeler penetration in 2007
17 China Motorcycle sales and growth trend
18 Urbanisation to two-wheeler to car sales ratio
19 Two-wheeler export growth
20 Segment-wise export sales
21 Country-wise share of Indian exports - 2007-08
22 Share of India in major export markets
Figures
2.0 Profitability - Review and outlook
01 Operating profit trend
02 Product-mix trend
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03 Motorcycles Product-mix trend
04 Comparison of raw material / unit with operating margins
05 Steel price trend
06 Aluminium price trend
07 Change in basic raw material cost vis- -vis change in raw material cost per unit
08 Selling expenses (advertisement and distribution)
09 Selling expenses (player-wise Rs per unit sold)
10 Two-wheeler industry RoCE trend
Tables
1.0 Demand review and outlook
01 Two-wheeler demand growth
2.0 Profitability - Review and outlook
01 Trends in per unit raw material cost
Sections
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1.0 Player profile
Bajaj Auto Ltd
Hero Honda Motors Ltd
TVS Motor Co Ltd
Honda Motorcycles and Scooters India Ltd
Yamaha Motor India Pvt Ltd
Kinetic Motor Co Ltd
Suzuki Motorcycle India Pvt Ltd
2.0 Demand and market position
3.0 Costs
Raw material costs
Factors affecting raw material costs
4.0 Supply
5.0 Global coverage
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Global motorcycle production
Global motorcycle sales
Global two-wheeler markets
6.0 Government policy
Introduction
Investment policy
Import policy
Fiscal regulations
Excise duty
Other levies
Emission norms
Emission control laws
Safety laws
Figures
1.0 Player profile
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08 Executive segment - Major models
09 Premium segment - Player-wise share in domestic sales
10 Premium segment - Major models
11 Scooters - Player-wise share in domestic sales
12 Mopeds - Player-wise share in domestic sales
3.0 Costs
01 Two-wheeler industry - Cost structure
02 Trend in steel and aluminium prices
03 Two-wheeler industry - Raw material indigenisation
04 Selling and distribution expenses - Industry aggregates
05 Player-wise selling and distribution expenses
4.0 Supply
01 Two-wheeler industry - Trend in capacity utilisation
02 Gross fixed asset turnover of two-wheeler OEM vis- -vis car industry
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5.0 Global coverage
01 Global motorcycle production
02 Global motorcycle sales
03 China - Motorcycle sales
04 Indonesia - Motorcycles sales
05 Indonesia - Share of 4-stroke vs 2-stroke
06 Thailand - Motorcycle sales
07 Taiwan - Domestic motorcycle sales
08 Taiwan - Player market share
09 Vietnam - Motorcycle sales
10 Japan - Motorcycle sales
11 Europe - Motorcycle and moped production
12 Italy - Two-wheeler sales
13 Italy - Market share of different types of motorcycles
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14 Germany - Two-wheeler sales
15 US - Company-wise market share (2007)
16 Canada - Segment-wise sales (2007)
Tables
1.0 Player profile
01 Bajaj Auto Ltd
02 Hero Honda Motors Ltd
03 TVS Motor Co Ltd
04 Honda Motorycle and Scooters India Ltd
05 Yamaha Motors Ltd
06 Kinetic Motor Co Ltd
07 Suzuki Motorcycle India Pvt Ltd
2.0 Demand and market position
01 Two-wheelers: Player comparison (2007-08)
02 Two-wheeler player-wise distribution network (March 2008)
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03 Two wheelers: Major models launched (April 2006 onwards)
3.0 Costs
01 Two-wheelers - Trends in raw material cost
02 Raw material: Company-wise raw material cost break-up (2007-08)
4.0 Supply
01 Two-wheelers - Capacity and capacity utilisation of players (2007-08)
02 Two-wheelers - Capacity addition plans
5.0 Global coverage
01 Category of motorcycles
02 China - Market share by engine displacement
03 Indonesia - Segment-wise motorcycle sales
04 Thailand - Player-wise capacity share
05 Thailand - Segment-wise market share in 2007
06 Brazil - Motorcycle demand
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07 Italy - Segment-wise market share 2007
6.0 Government policy
01 Two wheelers - Basic customs duty structure (2008-09)
02 Key raw materials: Import tariffs
03 Two-wheelers and key raw materials - Excise duty
04 Two wheelers: Emission norms
Sections
1.0 Industry structure
Tables
1.0 Industry structure
01 Two-wheelers - Player-wise sales volumes
02 Two-wheelers - Segment-wise sales volumes
03 Two-wheelers - Segment and player-wise sales volumes
04 Two-wheelers - Segment and player-wise market share (in per cent)
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05 Two-wheelers - Segment and player-wise exports share (in per cent)
06 Two-wheelers - Player and segment-wise production
07 Two-wheelers - Player-wise operating margin trends (standalone)
08 Two-wheelers - Player-wise RoCE trends (standalone)
09 Two-wheelers - Financials of key players (2007-08)
10 Bajaj Auto Ltd - Unaudited results (standalone)
11 Hero Honda - Unaudited results
12 TVS Motors - Unaudited results (standalone)
13 Two-wheelers - Profit and loss account (standalone)
14 Two-wheelers - Aggregate industry balance sheet
Industry statistics
Abstract
This report is divided into three sections - The first section covers estimates, forecasts andelaborates on the factors, which have impacted the two-wheeler industry. It also takes alook at the key drivers of growth in the future. The second section evaluates the structuralcharacteristics affecting the two-wheeler industry by covering player profile and reviews inorder to understand their market share and hence their competitive position, futurestrategies, expansion plans and financial profile. Further, the second section provides acrisp coverage of cost structure in the industry, supply scenario, government policies andglobal market profile. The third section provides factual data on the player and segment-wise volumes, production and market share for players spread across two-wheelersegments.
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===============================================================
5) Define value engineering and analysis. Discuss atleast one method of theapproach for VE/VA.
Solution: Value Engineering is a systematic method to improve the "Value" of goods andservices by using an examination of function. Value, as defined, is the ratio of Functionto Cost. Value can therefore be increased by either improving the Function or reducingthe cost. It is a primary tenet of Value Engineering that basic functions be preserved andnot be reduced as a consequence of pursuing Value improvements. Value Engineering isa body of knowledge as a technique in which the value of a system's outputs is optimized
by crafting a mix of performance (Function) and costs. In most cases this practiceidentifies and removes unnecessary expenditures, thereby increasing the value for themanufacturer and/or their customers. Value Engineering uses rational logic (a unique"how" - "why" questioning technique) and the analysis of Function to identifyrelationships that increase Value. It is considered a quantitative method similar to theScientific Method, which focuses on Hypothesis - Conclusion to test relationships, andOperations Research, which uses model building to identify predictive relationships.
VALUE ANALYSIS -- The Job PlanValue Engineering is often done by systematically following a multi-stage Job Plan. IT ISa 8-step procedure , called the Value Analysis Job Plan. Others have varied the Job Planto fit their constraints. One modern version has the following eight steps:PREPARATIONINFORMATIONANALYSISCREATIONEVALUATIONDEVELOPMENTPRESENTATIONFOLLOW-UPFour basic steps in the VALUE ANALYSIS Job Plan are:Information gathering - This asks what the requirements are for the object. Functionanalysis, an important technique in value engineering, is usually done in this initial stage.It tries to determine what functions or performance characteristics are important. It asksquestions like; What does the object do? What must it do? What should it do? What couldit do? What must it not do?Alternative generation (Creation) - In this stage value engineers ask; What are the variousalternative ways of meeting requirements? What else will perform the desired function?
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Evaluation - In this stage all the alternatives are assessed by evaluating how well theymeet the required functions and how great will the cost savings be.Presentation - In the final stage, the best alternative will be chosen and presented to theclient for final decision.Value engineering is an approach to productivity improvement that attempts to increase
the value obtained by a customer of a product by offering the same level of functionalityat a lower cost.Value engineering is sometimes used to apply to this process of cost reduction prior tomanufacture, while "value analysis" applies the process to products currently beingmanufactured. Both attempt to eliminate costs that do not contribute to the value and
performance of the product (or service, but the approach is more common inmanufacturing). Value engineering, thus, critically examines the contribution made to
product value by each feature of a design. It then looks to deliver the same contribution atlower cost. Different types of value are recognised by the approach :Use value relates to the attributes of a product which enable it to perform its function.Cost value is the total cost of producing the product.
Esteem value is the additional premium price which a product can attract because of itsintrinsic attractiveness to purchasers.Exchange value is the sum of the attributes which enable the product to be exchanged or sold. Although the relative magnitude of these different types of value will vary between
products, and perhaps over the life of a product, VE attempts to identify the contributionof each feature to each type of value through systematic analysis and structured creativityenhancing techniques. Value engineering programs are best delivered by multi-skilledteams consisting of designers, purchasing specialists, operations personnel, and financialanalysts. Pareto analysis is often used to prioritise those parts of the total design that aremost worthy of attention. These are then subject to rigorous scrutiny. The team analysesthe function and cost of those elements and tries to find any similar components thatcould do the same job at lower cost.Common results are a reduction in the number of components, the use of cheaper materials, or a simplification of the process================================================VALUE ENGINEERING CAN BE APPLIED TO ANY MANUFACTURING,HERE IS AN EXAMPLE OF TRACTOR MANUFACTURINGFIRM IN THE FOLLOWING AREAS
1.TRACTOR DESIGN-make the design simple- easy to use-reduce COMPLICATED / expensive parts.---------------------------------------------------------2.TRACTORS RAW MATERIAL / PARTS PROCUREMENT-establish the demand planning system [ reduce the fluctuations in production]-establish the inventories of raw materials [ reduce the cost of stock holding]-establish the economic order quantity [ """"""""""""""""""""""""""""""]------------------------------------------------------------------------------3. TRACTORS PRODUCTION PLANNING
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-establish an effective / efficient production planning system [ cost savings]------------------------------------------------------------------------------4.TRACTORS PRODUCTION-establish a lean production [ cost effective]----------------------------------------------------------------------
5. TRACTORS TOTAL QUALITY ASSURANCE.-set up quality assurance system to reduce quality problems/ rejections][ cost savings ]-------------------------------------------------------------6.TRACTORS FINISHED GOOD INVENTORY-match the finished stock inventory to market demand / sales requirements][ cost saving in stock holding ]--------------------------------------------------------------------7.TRACTORS CUSTOMER SERVICE-provide effective customer order processing/order service/timely despatch to customers.
[ adds value to customers / reduces distribution cost]----------------------------------------------------------------------------8.TRACTORS AFTER SALES SERVICE-offer warranty/ after sales service to customers[ adds value to the product and increases sales ]============================================TRACTORS MANUFACTURER CAN ADD VALUE/ REDUCE COSTBY APPLYING THE VALUE ANALYSIS -JOB PLAN TO EACHOF THE ABOVE LISTED 8 STAGES OF TRACTORS MANUFACTURING.==============================================================================================================================
6) Explain how the system concept can be used in explaining the term waste andWaste management
Solution: Waste management is the collection, transport, processing, recycling or disposal of waste materials. The term usually relates to materials produced by humanactivity, and is generally undertaken to reduce their effect on health, aesthetics or amenity. Waste management is also carried out to reduce the materials' effect on theenvironment and to recover resources from them. Waste management can involve solid,liquid or gaseous substances, with different methods and fields of expertiseforeach.
Waste management practices differ for developed and developing nations, for urban andrural areas, and for residential and industrial, producers. Management for non-hazardousresidential and institutional waste in metropolitan areas is usually the responsibility of local government authorities, while management for non-hazardous commercial andindustrial waste is usually the responsibility of thegenerator. Waste management methodsfor vary widely between areas for many reasons, including type of waste material, nearbyland uses, and the area available.
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Disposing of waste in a landfill involves burying waste to dispose of it, and this remains acommon practice in most countries. Historically, landfills were often established indisused quarries, mining voids or borrow pits. A properly-designed and well-managedlandfill can be a hygienic and relatively inexpensive method of disposing of waste
materials. Older, poorly-designed or poorly-managed landfills can create a number of adverse environmental impacts such as wind-blown litter, attraction of vermin, andgeneration of liquid leachate. Another common byproduct of landfills is gas (mostlycomposed of methane and carbon dioxide), which is produced as organic waste breaksdown anaerobically. This gas can create odor problems, kill surface vegetation, and is agreenhouse gas. Design characteristics of a modern landfill include methods to contain leachate such asclay or plastic lining material. Deposited waste is normally compacted to increase itsdensity and stability, and covered to prevent attracting vermin (such as mice or rats).Many landfills also have landfill gas extraction systems installed to extract the landfill
gas. Gas is pumped out of the landfill using perforated pipes and flared off or burnt in agas engine to generate electricity.
Many local authorities, especially in rural areas, have found it difficult to establish newlandfills due to opposition from owners of adjacent land. As a result, solid waste disposalin these areas must be transported further for disposal or managed by other methods. Thisfact, as well as growing concern about the environmental impacts of excessive materialsconsumption, has given rise to efforts to minimize the amount of waste sent to landfill inmany areas. These efforts include taxing or levying waste sent to landfill, recycling waste
products, converting waste to energy, and designing products that use less material.
Incineration is disposal method that involves combustion of waste material. Incinerationand other high temperature waste treatment systems are sometimes described as "thermaltreatment". Incinerators convert waste materials into heat, gas, steam, and ash.
Incineration is carried out both on a small scale by individuals, and on a large scale byindustry. It is used to dispose of solid, liquid and gaseous waste. It is recognised as a
practical method of disposing of certain hazardous waste materials (such as biologicalmedical waste), though it remains a controversial method of waste disposal in many
places due to issues such as emission of gaseous pollutants.
Incineration is common in countries such as Japan where land is more scarce, as thesefacilities generally do not require as much area as landfills. Waste-to-energy (WtE) or energy-from-waste (EfW) are broad terms for incinerator facilities that burn waste in afurnace or boiler to generate heat, steam and/or electricity.
The process of extracting resources or value from waste is generally referred to asrecycling, meaning to recovery or reuse the material. There are a number of differentmethods by which waste material is recycled: the raw materials may be extracted andreprocessed, or the calorific content of the waste may be converted to electricity. New
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methods of recycling and are being developed continuously, and are described briefly below.
The popular meaning of recycling in most developed countries refers to the widespreadcollection and reuse of everyday waste materials such as empty beverage containers.
These are collected and sorted into common types so that the raw materials from whichthe items are made can be reprocessed into new products. Material for recycling may becollected separately from general waste using dedicated bins and collection vehicles, or sorted directly from mixed waste streams.
The most common consumer products recycled include aluminium beverage cans, steelfood and aerosol cans, HDPE and PET bottles, glass bottles and jars, paperboard cartons,newspapers, magazines, and cardboard. Other types of plastic (PVC, LDPE, PP, and PS:see resin identification code) are also recyclable, although these are not as commonlycollected. These items are usually composed of a single type of material, making themrelatively easy to recycle into new products. The recycling of complex products (such as
computers and electronic equipment) is more difficult, due to the additional dismantlingand separation required.
Waste materials that are organic in nature, such as plant material, food scraps, and paper products, can be recycled using biogical composting and digestion processes todecompose the organic matter. The resulting organic material is then recycled as mulchor compost for agricultural or landscaping purposes. In addition, waste gas from the
process (such as methane)can be captured andused for generating electricity. Theintention of biological processing in waste management is to control and accelerate thenatural process of decomposition of organic matter.
There are a large variety of composting and digestion methods and technologies varyingin complexity from simple home compost heaps, to industrial-scale enclosed-vesseldigestion of mixed domestic waste (see Mechanical biological treatment). Methods of
biological decomposition are differentiated as being aerobic or anaerobic methods,though hybrids of the two methods also exist.
An example of waste management through composting is the Green Bin Program inToronto, Canada, where household organic waste (such as kitchen scraps and plantcuttings) are collected in a dedicated container and then composted. The energy contentof waste products can be recycled by using them as fuel. Recycling through thermaltreatment ranges from using waste as a fuel source for cooking or heating, to fuel for
boilers to generate steam and electricity in a turbine. Pyrolysis and gasification are tworelated forms of thermal treatment where waste materials are heated to high temperatureswith limited oxygen availability. The process typically occurs in a sealed vessel under high pressure. Pyrolysis of solid waste converts the material into solid, liquid and gas
products. The liquid and gas can be burnt to produce energy or refined into other products. The solid residue (char) can be further refined into products such as activatedcarbon. Gasification is used to convert organic materials directly into a synthetic gas
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(syngas) composed of carbon monoxide and hydrogen. The gas is then burnt to produceelectricity and steam.
Another important method of waste management is the prevention of waste material being created. Methods of avoidance include reuse of unwanted products, repairing
broken items, designing single-use products to be reusable, and designing products thatuse less material to achieve the same purpose. Waste collection methods vary widely between different countries and regions. Domestic waste collection services are often provided by local government authorities, or by private industry. Some areas, especiallythose in less developed countries, do not have a formal waste-collection system.
For example, in Australia most urban domestic households have a 240-litre (63.4 U.S.gallon) bin that is emptied weekly from the curb using side- or rear-loading compactor trucks. In Europe and a few other places around the world, a few communities use a
proprietary collection system known as Envac, which conveys refuse via undergroundconduits using a vacuum system. In Canadian urban centres curbside collection is the
most common method of disposal, whereby the city collects waste and/or recyclablesand/or organics on a scheduled basis. In rural areas people often dispose of their waste byhauling it to a transfer station. Waste collected is then transported to a regional landfill.
There are a number of concepts about waste management which vary in their usage between countries or regions. This section presents some of the most general, widely-used concepts. The waste hierarchy refers to the "3 Rs" reduce, reuse and recycle, whichclassify waste management strategies according to their desirability in terms of wasteminimization. The waste hierarchy remains the cornerstone of most waste minimizationstrategies. The aim of the waste hierarchy is to extract the maximum practical benefitsfrom products and to generate the minimum amount ofwaste. Extended Producer Responsibility (EPR) is a strategy designed to promote the integrationof all costs associated with products throughout their life cycle (including end-of-lifedisposal costs) into the market price of the product. Extended producer responsibility ismeant to impose accountability over the entire lifecycle of products and packagingintroduced to the market. This means that firms which manufacture, import and/or sell
products are required to be responsible for the products after their useful life as well asduring manufacture. The Polluter Pays Principle is a principle where the polluting party
pays for the impact caused to the natural environment. With respect to wastemanagement, this generally refers to the requirement for a waste generator to pay for appropriate disposal of the waste.
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