Process Analysis & Theory of Constraints We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: 9971223030

1. MBA 4th Sem ASODL Process Analysis & Theory of Constraints
Q1. Explain the meaning of process analysis & process-based management.
Q2. Explain the Interface of process analysis with other disciplines
Q3. Explain the process of benchmarking in detail.
Q4. Discuss the Introduction to TOC applications in operations improvement.
Q5. Discuss the HYPOTHESIS TESTING.
Q6. Discuss the meaning & concept of CCPM.
Q7. Elaborate the Problem Associated With Company’s Existing Scheduling Technique
Q8. Discuss the Project panning, Project execution and continuous improvement
Q1. What do you understand by DBR? Discuss its approach & scheduling
Drum Buffer Rope (DBR) is a planning and scheduling solution derived from the Theory of Constraints
(ToC).
Q2. What do you understand by synchronous manufacturing? Discuss the Symptoms of poor
synchronization.
Q3. Elaborate the Problem Associated With Company’s Existing Scheduling Technique
1. What is Critical chain project management (CCPM) is a method of planning and ………………..
projects?
2. ………………………… can determine a size of project, feeding, and resource buffers.
3. The transition from the traditional silo-based business paradigm to supply chain management
requires ………………. changes in organizational structures, cultures, and business strategy.
4. Critical chain project management is based on methods and algorithms derived from
……………………………………….
5. DBR methodology provides a mechanism for protecting total throughput of the system by
the use of Time-buffers?

2. 6. Theory in operations has undergone significant change in the past ……………. with a shift from
an economics cost based view
7. The benefit of clearly communicating the project status through buffer management and
regular reporting was acknowledged as key to gaining what was referred to as ‘
………………………… information’ across the project
8. Critical chain is an alternative to ……………………………
9. ICT is nothing more than a ………………… for supply chain transformations and is not a solution
for such transformations.
10. The cumulative capability model emerged and subsequently led to theoretical models that
encompass flow, trade-offs and continuous.
11. The choice of process flow can depend on what stage in the product life cycle the firm is at?
12. A …………………….. is an organized way of collecting and structuring data, its purpose is to
collect the facts in the most efficient way
13. The ……………………discipline develops and maintains the supporting artifacts that are used
during Analysis and Design.
14. The ……………………… is a tool for analyzing the relationship between the product life cycle and
the technological life cycle
15. A process flow structure generally falls into two categories: it can be either a job shop or a
flow shop?
16. A …………………………. is the characteristic of a given product that causes the buyer to purchase
it rather than the similar product of a competitor.
17. The continuous flow process is similar to the …………………….. as it has a fixed sequence and a
set pace
18. The choice of process flow can depend on the …………in the product life cycle the firm is at?
19. ………… is an integral part of merchandising
20. Job shop process are sometimes referred to as ‘…………………..’.
21. A company should …………… focus on productivity and price recovery to be as profitable as
possible
22. …………………. is in industrial engineering generally defined as the relation of output (i.e.
produced goods) to input (i.e. used resources) in the manufacturing transformation process.

3. 23. ………………… is strongly influenced by the prices a company pays for its input and receives for
its output
24. There is no sense in denying that productivity and profitability are interdependent, but it is
also a fact that they do not always go hand in hand
25. Fast operations reduce the level of in-process inventory between micro operations, as well as
reducing administrative overhead.
26. ………………………… can be described as an important aid to making judgements and to making
decisions.
27. The …………………. includes financial performance measures giving the results of actions already
taken
28. Shorter cycle times suggest delivering value to the organization quickly and do not have
money unnecessarily tied up in ………….. (Unreleased code).
29. Throughput is the rate at which a system achieves its goal.
30. ………………… is the time from the moment the customer places an order (the moment you
learn of the requirement) to the moment it is ready for delivery’.
31. What is Theory of constraints (TOC)?
32. The Theory of Constraints is a methodology for identifying the most important …………………….:
33. ……………….capacity is an excess amount of production capacity that is assembled in the work
stations that are positioned upstream from the constraint operation.
34. Application of conventional accounting may actually …………….. throughput and profits.
35. Constraints accounting is an accounting reporting technique, consistent with a process of
ongoing improvement and implementation of TOC
36. Major assumption of TA is that once a certain capacity level exists, all the operating expenses
associated with it are no longer ……………………………..
37. TOC’s critical chain concept removes the implicit assumption of infinite capacity from the
…………… management domain
38. The ……………………… tree helps identify the obstacles to implementation
39. Traditional finished goods inventory, as well as excess work-in-process and excess raw
materials inventories, are liabilities in the ………….. world.
40. Most of the constraints faced in systems originate from policies, not physical things.

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Call: 9971223030