This document provides information about getting fully solved assignments from an assignment help service. It includes contact information for the service via email or phone call, and provides an example assignment for the subject Advanced Production and Operations Management. The assignment includes 6 questions covering topics like the theory of constraints, balanced scorecards, production layouts, productivity and teamwork, waiting line models, and production planning strategies. Students are instructed to answer all questions, with some answers requiring around 400 words.

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ASSIGNMENT
DRIVE FALL
PROGRAM
SUBJECT CODE & NAME
BK ID
CREDITS
MARKS
2013
MBADS - (SEM 3/SEM 5) / MBAN2 / MBAFLEX – (SEM 3)
PGDOMN – (SEM 1)
OM 0013 - ADVANCED PRODUCTION AND
OPERATIONS MANAGEMENT
B1235
4
60
Note: Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
Q.1. Elucidate Theory of Constraints and Constraint management
Ans: Concept of theory of Constraints :
The theory of constraints (TOC) is a systematic management approach that focuses on actively
managing constraints that hinder organisational success. The theory can be used for identifying and
overcoming constraints and was developed nearly three decades ago by Eli Goldratt, a well known
business systems analyst. The main idea behind the TOC is that the bottlenecks should be scheduled
to maximise their throughput of services or products while sticking to scheduled completion dates.
The underlying assumption is that demand is greater or equal to the capacity of the process that
produces the service or product.
Q.2. Explain the balanced scorecard approach which provides important information to allow the
overall strategy of an organisation to be reflected in specific performance measures .
Ans: Concept of balanced scoreboard :
The balanced scorecard is a performance measurement tool developed in 1992 by Harvard Business
School professor Robert S. Kaplan and management consultant David P. Norton. Kaplan and Norton's
research led them to believe that traditional financial measures, like return on investment, could not
provide an accurate picture of a company's performance in the innovative business environment of
the 1990s. Rather than forcing managers to choose between "hard" financial measures and "soft"
operational measures—such as customer retention, product development cycle times, or employee
satisfaction—they developed a method that
Q.3. Describe the different layouts that organisations can use and the benefits and limitations of
each of the layouts .

2. Ans: 1. Process layout
Process layouts are found primarily in job shops, or firms that produce customized, low-volume
products that may require different processing requirements and sequences of operations. Process
layouts are facility configurations in which operations of a similar nature or function are grouped
together.
Advantages :
a. Flexibility. The firm has the ability to handle a variety of processing requirements.
b. Cost. Sometimes, the general-purpose equipment utilized may be less costly to purchase and less
costly and easier to maintain than specialized equipment.
c. Motivation. Employees in this type of layout will probably be able to perform a variety of tasks on
multiple machines, as opposed to the boredom of performing a repetitive task on an assembly line.
Disadvantages :
a. Utilization. Equipment utilization
Q.4. Summarise the importance of productivity and team work
Ans: Three essential elements for team building :
1. Enlisting:
Build a strong team by recruiting, interviewing, training, and leading well and then bring your team
along with you on the journey. Building a strong team requires building the team with strong
members.
2. Entrusting:
Some leaders have allowed past pain to take root and grow in their soul in a way that chokes the life
out of trust.
Q.5. Explain the single-server and multi-server waiting line models
Ans: Single-server model :
In queueing theory a model is constructed so that queue lengths and waiting times can be predicted.
Queueing theory is generally considered a branch of operations research because the results are
often used when making business decisions about the resources needed to provide service. Queuing
Theory arises from the use of powerful mathematical analysis to theoretically describe production
processes along with statistical/probabilistic techniques to account for varying dynamic patterns
within the stages of a productive process. The
Q.6. Explain the different production planning strategies and cost involved in aggregate planning
process .

3. Ans: Production planning strategies:
Businesses operate according to a plan. Aggregation is a macro approach to planning, which
concentrates on the overall capacity rather than individual products or services. Consider IBM, a
company making many different products in many plants with thousands of employees. To prepare a
plan involving every product and employee to satisfy market demand would be virtually impossible,
and the attempt would be extremely costly. Even if
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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or
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