1. Explain the complementary role of productivity and wastivity in effective of resources in an organisation.
2. Sales data for 9 periods. Forecast the data for the next period i.e. for the 10th period. Assume µ = 0.4 and F1= 600 (initial value).
| T |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
| Yt |
600 |
620 |
616 |
625 |
637 |
639 |
655 |
647 |
667 |
3. What are the advantages of product layout and process layout? Describe briefly, when to use product layout vs process layout.
4. In a candy factory a direct time study was made of the chocolate melting and pouring operation. Two inexperienced industrial engineers and one experienced engineer all made the study simultaneously. They agreed precisely on cycle times (shown below) but varied on rating the worker. The experienced engineer rates the worker 100% and the other engineers rated the worker 80 percent and 110 percent. The firm uses a 0.15 percent allowance function.
| Cycle time |
Number of times observed |
| 25 |
1 |
| 29 |
2 |
| 30 |
2 |
| 31 |
1 |
(a) Determine the standard time using the experienced industrial engineers worker rating.
(b) Find the standard times using the worker rating of each inexperienced engineer. What is your interpretation when compared to part (a)? Are you sure the experienced engineer is correct? What could be done to enhance consistency in analyst performance ratings?
5. Samco Industry uses MRP for its production materials planning. The table below provides the information about a particular component Y the demand for this component is somewhat uncertain and in order to take care of a sudden spurt in the demand, a safety stock of 60 items is recommended.
During which week/weeks should the receipts be planned? When should the orders be placed? What is the expected on-hand position at the end of week 9?
SECTION B
6. Read the following carefully and answer the questions at the end:
COMPANY BACKGROUND
The Bronson Insurance Group was originally founded in 1900 in Auxvasse, Missouri, by James Bronson. The Bronson Group owns a variety of companies that underwrite and commercial insurance policies. Annual sales of the Bronson Group are $100 million. In recent years, the company sulfured operating losses. In 1990, the company was heavily invested in computer hardware and software. One of the problems the Bronson Group faced (as well as many insurance companies) was a conflict between established manual procedures and the relatively recent within the past 20 years) introduction of computer equipment. This conflict was illustrated by the fact that much information was captured on computer but paper files were still kept for practical and legal reasons.
FILE CLERKS
The file department employed 20 file clerks who pulled files from stacks, refilled used files, and delivered files to various departments including commercial lines, personal line, and claims. Once a file clerk received a request for a file, it usually tock about two hours for the requester to receive the file. Clerks delivered flies to underwriters on an hourly basis throughout the day. The average file clerk was paid &8,300 per year. One special file clerk was used full time to search for requested files that another file clerk had not been able to find in the expected place. It was estimated that 40 percent of the requested files were these 'no hit' flies requiring a search after these 'no hit' files were eventually found stacked in the requester'' office. The primary "customers" of the file clerks were underwriters and claims attorneys.
UNDERWRITING
Company management and operations analysts were consistently told the greatest problem in the company was the inability of file clerks to supply files in a speedy fashion. The entire company from top to bottom viewed the productivity and effectiveness of the flies department as unacceptable. An underwriter used 20-50 files per day. Because of their distrust of the files department, underwriters tended to hoard often uses files. A count by operations analyse found that each underwriter kept form 100-200 files in his or her office at any one time. An underwriter would request a file by computer and work on other business until the file was received. Benson employed 25 underwriters.
MANAGEMENT INFORMATION SYSTEMS
Upper management was deeply concerned about his problem. The MIS department had suggested using videodisks as possible solutions. A video disk system was found that would be sufficient for the company needs at a cost of about $12 million. It was estimated that the system would take two years to install and make compatible with existing information systems. Another, less attractive alternative was using microfilm. A microfilm system would require underwriters to go to a single keyboard to request paper copies of files. The cost of a microfilm system was $5 million.