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Case Questions 2019

This document contains case questions related to operations management for an MBA program at the Indian Institute of Management Udaipur. The questions cover several cases involving production processes, supply chains, and operations at various companies. Some of the cases discussed include a cookie baking business, a hospital specializing in hernia surgery, a cranberry processing cooperative, and operations at companies like McDonald's, Toyota, and HP. The questions probe various aspects of the operations like production capacity, bottleneck identification, inventory management, quality control, and recommendations for improvement.

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121 views

Case Questions 2019

This document contains case questions related to operations management for an MBA program at the Indian Institute of Management Udaipur. The questions cover several cases involving production processes, supply chains, and operations at various companies. Some of the cases discussed include a cookie baking business, a hospital specializing in hernia surgery, a cranberry processing cooperative, and operations at companies like McDonald's, Toyota, and HP. The questions probe various aspects of the operations like production capacity, bottleneck identification, inventory management, quality control, and recommendations for improvement.

Uploaded by

Dark Hamster
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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INDIAN INSTITUTE OF MANAGEMENT UDAIPUR

Operations Management MBA 2019-21 Case Questions

Kristen’s cookie

1. How long will it take you to fill a rush order?


2. How many orders can you fill in a night, assuming you are open four hours each night?
3. How much of your own and your roommate's valuable time will it take to fill each order?
4. Because your baking trays can hold exactly one dozen cookies, you will produce and sell
cookies by the dozen. Should you give any discount for people who order two dozen
cookies, three dozen cookies, or more? If so, how much? Will it take you any longer to fill
a two-dozen cookie order than a one-dozen cookie order?
5. How many food processors and baking trays will you need?
6. Are there any changes you can make in your production plans that will allow you to make
better cookies or more cookies in less time or at lower cost? For example, is there a
bottleneck operation in your production process that you can expand cheaply? What is the
effect of adding another oven? How much would you be willing to pay to rent an additional
oven?

Executive Shirt

Refer to the questions raised in the case.

McDonald’s case & Burger King Handout

1. Identify the key elements for designing and managing the operations in McDonald’s.
How are they linked to the way McDonald’s competed in the market?
2. What are the major operational differences between McDonald’s and Burger King?
3. How does McDonald’s handle peak demand?
4. What is the capacity of McDonald’s system? We are not asking for a quantitative answer,
but the factors to consider and your approach to determine the same.
5. Determine the capacity of the “grill” in McDonald’s. (Quantitative answer)

Shouldice Hospital

1. How successful is the Shouldice Hospital?


2. How do you account for its performance?
3. As Dr. Shouldice, what actions, if any, would you take to expand the hospital’s capacity?
4. How would you implement the changes you propose?
National Cranberry Cooperative

1. What are the problems facing receiving plant No. 1 (RPI)?


2. What are the sources of the variability that NCC is subjected to?
3. Develop a process flow diagram, showing the capacities of the various stages in barrels per
hour.
Suppose that a peak harvest-season day involves 18,000 barrels of berries, 70% of them wet
harvested, arriving over a twelve-hour period from 7 am to 7 pm. Would trucks have to wait to
unload? When during the day would trucks be waiting? How much truck waiting time would
you expect?
4. How would the various actions contemplated by Hugo Schaeffer affect peak day performance?
5. If the cost of renting cranberry trucks with drivers were $10.00 per hour, what would you
recommend?

Manzana Insurance

1. How is the Fruitvale Branch doing?


2. What are the causes of these problems?
3. Can you identify any issues in the way Manzana is calculating turnaround time in Exhibit 3?
4. If you were Bill Pippen, what would you recommend that Fruitvale do?

Donner Company

1. Draw the process flow diagram for a normal order that goes through the production system
at Donner.
2. What orders [by way of batch size] would you schedule on the CNC drill? On the CNC
router?
3. What is the capacity of the Dry Film Photoresist area? How does capacity change with
order size?
4. What factors influence the capacity of the entire system? What is the current utilization of
the machines?
5. What are the problems faced by Donner?
6. What are your recommendations to address these problems?
HP Printer case

Evaluate performance of HP deskjet printer supply chain? What are the causes behind the
problems faced at European DC?
Determine optimal safety stock inventory level for European DC.
Evaluate option of shipping by air to European DC.
If you were Brent Cartier what would you do ?
You may assume following:
- Consider a target service level of 98% (as opposed to target line item fill rate mentioned in the
2nd paragraph of page-8 of the case)

- In Exhibit 4, each "option", i.e. each row, represents a particular combination of language and
power supply (localization)
- Mean Ocean Lead Time 1.25 month
- Mean Air Lead Time : 0.25 month
- Sales/unit 666.667 $/unit
- Cost : 500 $ /unit
- Inv. C Cost 0.25 $ / $ of inventory per year
- AF cost - 6 $
- Ship. Cost - 2 $

Note: please consider using periodic review system for this case.

Toyota Motor Manufacturing

Unlike other cases where our focus is on problem solving (how to solve seat problem?), we
would use Toyota case primarily to understand principles of TPS/Lean Operations. We would
focus our discussion on following:

- Using case as an illustration -What are the key principles of TPS? We have discussed several
concepts in the course so far( Batch size, production control, Inventory Management) - How are
those concepts interpreted in TPS philosophy?
- How would one apply these ideas in existing company which has been working with
standard/usual (non TPS) ideas of operations management?
- Can we apply TPS principles in all context? Limitations.

We would also spend some time on following:


- How did Toyota implement TPS at TMM ( Transferring new ideas in different culture)
- How do TPS handle defects in general? How has TMM handled the seat defect problem? Has
TMM deviated from TPS principles in the way seat problem has been handled?
Six Sigma Quality at Flyrock Tires

1. If the extruder setting is accurate, what proportion of the rubber extruded will be within
specifications?
2. Douglas has asked to take a sample of 10 sheets of rubber each hour from the extruder
and measure the thickness of each sheet. Based on the average thickness of the sample,
operators will decide whether the extrusion process is in control or not. Given that
Douglas plans Three Sigma control limits, what upper and lower control limits should she
specify to the operators?
3. If a bearing is worn out, the extruder produces a mean thickness of 403 thou when the
setting is 400 thou. Under this condition, what proportion of defective sheets will the
extruder produce? Assuming the control limits in question 2, what is the probability that
a sample taken from the extruder with the worn bearings will be out of control?
4. Now consider the case where extrusion is a Six Sigma process. In this case, the extruder
output should have a standard deviation of 1.667 thou. What proportion of the rubber
extruded will be within specifications in this case?
5. Assuming that operators will continue to take samples of 10 sheets each hour to check if
the process is in control, what control limits should Douglasset for the case when
extrusion is a Six Sigma process?

American Connector

1. How serious is the threat of DJC to American Connector Company?


2. How big are the cost differences between DJC’s plant and American Connector’s
Sunnyvale plant? Consider both DCJ’s performance in Kawasaki and its potential in the
United States.
3. What accounts for these differences? How much of the differences is inherent in the way
each of the companies compete? How much is due strictly to differences in the efficiency
of the operations?
4. What should American Connector’s management at the Sunnyvale plat do?
Infosys BPO

1. Assess resource requirement in each of the following scenarios (For the purpose of analysis
assume that arrival pattern is predictable and Exhibit 11 data is representative data for a
typical week)

a. resources are dedicated for each of the six queues


b. use common pool of resources
i. stage-wise (review, process, and settle)
ii. category-wise (simple or complex) or
iii. common pool of resources for all six queues .
Hint: What are the implications of the assumptions in each of the above
scenarios?
2. How does the pricing model influence the way operations are designed and managed?
3. Suggest an approach for estimating likely productivity improvement over the life cycle of a
project?

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