IGNOU MBA MS-05 Solved Assignment

Course Code : MS - 05
Course Title : Management of Machines and Materials
Assignment Code : MS-05/TMA/SEM - II /
Coverage : All Blocks

Note: Answer all the questions and send them to the Coordinator of the Study Centre you
are attached with.

1. Explain the concept of Systems Life-Cycle.

Solution: Every organization has an objective or objectives and goals to achieve. These
objectives and goals achieving can be possible only when management organizing the available
recourses in a suitable structure with a plan. The whole process of achieving objectives like
planning, organizing and implementation and correction process by means of feedback bring
together by operation management. The physical resources like space, machinery, money and
men who organize those physical will take major role in the operation management.
The objectives related to both performance and cost, decision making process related production
or operation of the organization, strategic and operational and feedback control system will play
important role in deciding life cycle of any organization. The various stages and their life span
each stage life cycle of system is discussed in the next section.

The Concept of Systems Life-Cycle.

Life cycle concept is applied in operational management for any production system which takes
input and produces some out put by using some process. The production system may be mass
production, batch production, Job shop production or unit manufacture or project. The different
production system is applicable to process of production depends on the type of product we
produce and the volume of the process we use to produce the goods. The whole process of
operation form birth to death of a production system can be viewed as definite Life cycle.
The life cycle concept of any product is similar to any life cycle of a living being. The major
stages in the life cycle concept are 1) Development 2) Introduction or Birth 3) Growth 4)
Maturity 5) Decline or Death. The similar Life cycle concept we can apply to any product in
production system. The Typical product Life- cycle is represented in Figure A1-1. The concept
also shows the product life influenced by the external environment and go through the various
stages in its life cycle. Through out the cycle the whole process of operation management is
applied on the production system to maintain to sustain longer. The in evitable situation due to
the environmental influences like people taste, interest there is always new born of other
production system. The same concept is shown in the Figure A1-1 Product A and Product B.
product B emerged in the market when the Product enjoying the maturity stage of its life cycle.
Birth
Growth
Maturity
Death
Product A
Product B
Volume
Time
Figure A1-1 Product Life Cycle Concept
The life span of each stage of a product may vary from a few months to years. For an example,
within no time some products reach growth stage as soon as they were introduced in the market.
Now we will discuss about each stage of the product life cycle.
2.1 Development
The development stage can be a protracted stage and will involve activities such as design,
planning, costing, test marketing, etc. The costs are high, with no earned revenue (and thus it
does not register as a stage on the diagram at Figure A1-1). Promotion for awareness may
commence in advance of introduction of the product to the marketplace.
2.2 Birth (or Introduction stage)
This is the stage where a product will be introduced after initial decisions like selection,
technology selection, location and layout design of production facility after study of various
aspects of business unit in transpiration and raw material, manpower resources availability etc.
This is the stage we call it as Birth stage of the product.
2.3 Growth stage
After introducing the product the next stage for any product is looking for growth. The growth is
stage is very critical in the operation management. The key of success is lying in this stage. How
we take this product to people or how people will have the feel of necessity of the product
depends on the efficient marketing strategies of the management. Sometimes the time taking to
reach to growth stage will be faster because of the uniqueness of its usage when compared with
its competitor's products. Major efforts are required at this stage to push with all possible
strategies in an ethical manner.
2.4 Maturity stage
Once the product is established, the product life cycle enters into the maturity stage. At this stage
organization takes feedback from various groups of users and improve the product usability with
add on features and introduce different models without changing the basic applications. This is
the stage where businesses will be exposed more to the external competitive market which
initiates the new comers with similar products where they will take off the market or share the
market which causes the original product business organization will go for further improvements
or for a new product line. Sustainability of this stage depends on the factors like the
management's views, how fast they recognize their product obsolesced and how fast new comers
takes over the market.
2.5 Death stage.
As discussed above in maturity stage, in case business management could not predict the impact
of the new product growth and lack of taking necessary changes in the product design, the
product life cycle enters into the decline or death stage, which leads to the organization merging
with new companies or liquidation or sale.
3. Life-cycle costing
The cost of the product throughout the product life cycle is referred to as the Life cycle costing.
The new concept of this Life cycle costing is long-term cost. The short-term cost always lead us
to inefficient decisions which put us in a wrong track of product selection, design and
production. The initial cost may be higher at growth stage, but if we know that the product
sustains longer in the market in future, we should go ahead with considerable investments
keeping the future market in mind. The decision policy throughout the life cycle should be
maintained in the operational management of such business opportunity.
4. Conclusion
As we discussed in the above section, any business organization will have their product life
cycles. The operation management of the organization should always keep watching the new
trends of people's taste or requirements, the available latest technology and competitor's new
proposals so that necessary actions can be taken in advance to decrease the growth stage and
increase the span of the maturity stage. The type of operational decisions and selection
procedures all depends on the product of any organization plans to develop or introduce into the
market.

2. How should an organization balance the different design characteristics in a new

product? Elaborate.

Solution: Product design is cross-functional, knowledge-intensive work that has become

increasingly important in today's fast-paced, globally competitive environment. It is a key
strategic activity in many firms because new products contribute significantly to sales revenue.
When firms are able to develop distinctive products, they have opportunities to command
premium pricing. Product design is a critical factor in organizational success because it sets the
characteristics, features, and performance of the service or good that consumers demand. The
objective of product design is to create a good or service with excellent functional utility and
sales appeal at an acceptable cost and within a reasonable time. The product should be produced
using high-quality, low-cost materials and methods. It should be produced on equipment that is
or will be available when production begins. The resulting product should be competitive with or
better than similar products on the market in terms of quality, appearance, performance, service
life, and price.
New Products may be described in terms of their features and benefits.  Features are
product characteristics that deliver benefits; we buy products for their benefits. Stated
another way:

Features are product characteristics such size, color, horsepower, functionality, design,

hours of business, fabric content, etc.
Benefits answer the customer’s question: What’s in it for me?

This distinction is further illustrated in the following examples:

A feature is. . . A benefit is. . .

Physical size It’s small enough to fit in your

raincoat pocket.

A 75 horsepower motor A mower that takes the work out

of yard work.
Patented box spring A restful night's sleep.
design

While New Product features are usually easy to detect and describe, product benefits can be
trickier because they’re often intangible. The most compelling product benefits are those
that provideemotional or financial rewards. It’s not the brighter smile that the toothpaste
offers that is it's benefit; it’s what the smile might bring you. (A good-looking mate, a better
job, etc.)

Emotional rewards run the gamut of human emotions but basically allow the buyer to feel
better in some way. For example, sending flowers to a friend or family member allows the
buyer to express love. Buying products made from recycled materials offers the buyer the
chance to be environmentally responsible.
 
 
 
Products that deliver financial rewards allow the buyer to :

 
Save money (a discount long-distance phone plan)
Make money (computer software for managing a home-based
business)
Gain convenience and time (microwaveable meals).

Discovering Your Product's Benefits

To identify your product’s benefits, you must consider the customer’s viewpoint.

Besides putting yourself in your customers’ shoes mentally, talk to or survey them asking
them to identify your product’s benefits. They might provide you with information you never
thought about!
Look at who has purchased your product in the past. What does that customer profile tell
you about your product’s benefits?

Going forward, you might set up a few systems to develop and track  product benefits:

 
Ask customers for suggestions for improvement.
Pay attention to customer complaints and prospect inquiries.  Be open to what your
customers say. Go so far as to train and reward employees for questioning customers
and prospects to learn what they want and what they don’t like about your product.
Analyze and learn from this input.
Watch your competitors. Do the changes in their product offerings suggest desired
product benefits?
 
 
Top of Page
 
 
Why is it important to understand what my product’s features and benefits are?

Understanding product features and benefits allows you to do such things as:

 
Describe your products in marketing collateral, publications or in a  personal selling
situation in a way that is most relevant to customers.
Differentiate–explain how your product is different ("better") than the competition’s.
Use a variety of pricing and positioning strategies effectively (see several strategy ideas
below in "Strategies that are based upon features").

Differentiation

Products may be highly unique (specialty products) or virtually indistinguishable from

competitors’ products (commodity products)–and anything in between. Specialty products
are not necessarily better than commodity products, but they do require different marketing
strategies.  A potentially important strategy for specialty products is differentiation.   A
company differentiates its products when it sets them apart from the competitors’ products
in the minds of customers. Having a thorough understanding of how your product’s benefits
compare to your competitors’ allows you to compete with them through differentiation.

<------------------------------ -------------------------------->
Commodity Products Specialty Products
Few, if any, perceived Highly unique features
differences among compared to other products
competing products competing for buyers' dollars

Strategies that are based upon features

Introducing - Being "the first" to offer a new product feature is a proven competitive
strategy. For example, being known as "the first" organic body lotion to have Vitamin E
will position your company as a leader, at least for a while.
 
 Improving/Modifying - Instead of being at the head of the pack with a totally new
feature, you might simply modify and/or improve your product’s features. "Improving"
your product creates the impression that your company cares about satisfying its
customers.  

Modifying product features is a strategy many businesses use to compete with a competitor
who lowers their price. For example, if the maker of one organic body lotion lowers its price,
the maker of another may add Vitamin E as a "new improved" feature but keep its price the
same.

Don’t forget that modifying features usually leads to changes in benefits. Stay on top of
knowing the perceived benefits your product offers so you can communicate them in your
marketing messages.

Grouping - Oftentimes, features are "grouped" into different product models—and

prices—starting with a basic model to a "fully loaded" model. Automobiles, many
electronic devices, even vacation packages offer a variety of features to add to a basic
product model. This can even be true of services. For example, if you're an accountant
you might offer a certain fee for preparing annual tax returns, another fee to additionally
process payroll, and another to manage all of a client's financial affairs.
 
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3. Define Job Design. Explain the important factors to be considered for Job
designing.

Solution: Job design means to decide the contents of a job. It fixes the duties and responsibilities
of the job, the methods of doing the job and the relationships between the job holder (manager)
and his superiors, subordinates and colleagues.Job design also gives information about the
qualifications required for doing the job and the reward (financial and non-financial benefits) for
doing the job. Job design is mostly done for managers' jobs. While designing the job, the needs
of the organisation and the needs of the individual manager must be balanced. Needs of the
organisation include high productivity, quality of work, etc. Needs of individual managers
include job satisfaction. That is, they want the job to be interesting and challenging. Jobs must
not be made highly specialised because they lead to boredom.

Important Factors to be Considered for Job Designing

Job design is affected by organizational, environmental and behavioral factors. A properly
designed job will make it more productive and satisfying .If a job fails on this count, it must be
redesigned based on the feedback. The various factors affecting job design are the following
Organizational factors
Organizational factors include characteristics of task, work flow, ergonomics and work practices.

Characteristics of Task: Job design requires the assembly of a number of tasks into a job or a
group of jobs. An individual may carry out one main task which consists of a number of inter-
related elements or functions. On the other hand , task functions may be spilt between a team,
working closely together or strung along an assembly line. In more complex jobs, individuals
may carry out a variety of connected tasks, each with a number of functions, or these tasks may
be allocated to a group of workers or divided between them. Complexity in a job may be a
reflection of the number and variety of tasks to be carried out, or the range and scope of the
decisions that have to be made, or the difficulty of predicting the outcome of decisions.

The internal structure of each task, consists of three elements Planning ,Executing and
Controlling. A completely integrated job will include all these elements for each of the tasks
involved .The workers or group of workers having been given objectives in terms of output,
quality and cost targets, decide on how the work is to be done, assemble the resources, perform
the work and monitor output, quality and cost standards. Responsibility in a job is measured by
the amount of authority , some one to put to do all these things. The ideal design is to integrate
all the three elements.

Work Flow: The flow of work in an organization is strongly influenced by the nature of the
product or service. The product or service usually suggests the sequence and balance between
jobs, if the work is to be done efficiently .After the sequence of jobs is determined, the balance
between the jobs is established.

Ergonomics: Ergonomics is concerned with designing and shaping jobs to fit the physical
abilities and characteristics of individuals so that ,they perform the jobs effectively .Ergonomics
helps employees to design jobs in such a way that workers’ physical abilities and job demands
are balanced .It does not alter the nature of job tasks, but alters the location of tools ,switches and
other facilities, keeping in view that handling the job is the primary consideration.
Work Practices: Work practices are set ways of performing work .These methods may arise from
tradition or the collective wishes of employees.

Work practices were till now, determined by time and motion study which established the
standard time needed to complete the given job. The study required repeated observations .The
accuracy of the readings depended on competence of the work study engineer .Deviations from
the normal work-cycle caused distortions in measurements, was biased towards existing work
practices with little effort at method’s improvement and could be carried out only when,
production was under way.

A new technique has now emerged which ,if introduced , could drastically alter the work
practices. Called the MOST (Maynard Operating Sequence Technique) ,the technique uses a
standard formula to list the motion sequence ascribed in index values.

Environmental factors
Environmental factors affect the job design. These factors that have a bearing on job design are
employees abilities and availability and social and culture expectations.Employee Abilities and
Availability: Efficiency consideration must be balanced against the abilities and availability of
the people to do the work.When Henry Ford made use of the assembly line, for example , he was
aware that most potential workers lacked any automobile making experience .So, jobs were
designed to be simple and required little training .Therefore, considerable thought must be given,
as to who will actually do the work.

Social and Cultural Expectations: During the earlier days, securing a job was the primary
consideration. The worker was prepared to work on any job and under any working conditions.
Now, it is not the same. Literacy, knowledge and awareness of workers have improved
considerably .So also, their expectations from the job ,Hence, jobs be designed to meet the
expectations of workers.
When designing jobs for international operations, uniform designs are almost certain to neglect
national and cultural differences .Hours of work holidays, vacations, rest breaks ,religious
beliefs, management styles and worker sophistication and attitudes are just some of the
predictable differences that can affect the design of jobs across international borders. Failure to
consider these social expectations can create social dissatisfaction, low motivation ,hard to fill
job openings and a low quality of work life ,especially, when foreign nationals are involved in
the home country or overseas.

4. Elaborate your understanding about Aggregate Production Planning.

Solution: Aggregate planning is an operational activity that does an aggregate plan for the
production process, in advance of 2 to 18 months, to give an idea to management as to what
quantity of materials and other resources are to be procured and when, so that the total cost of
operations of the organization is kept to the minimum over that period..
The quantity of outsourcing, subcontracting of items, overtime of labour, numbers to be hired
and fired in each period and the amount of inventory to be held in stock and to be backlogged for
each period are decided. All of these activities are done within the framework of the company
ethics, policies, and long term commitment to the society, community and the country of
operation.
Aggregate planning has certain prerequired inputs which are inevitable. They include:
Information about the resources and the facilities available.
Demand forecast for the period for which the planning has to be done.
Cost of various alternatives and resources. This includes cost of holding inventory, ordering cost,
cost of production through various production alternatives like subcontracting, backordering and
overtime.
Organizational policies regarding the usage of above alternatives.
"Aggregate Planning is concerned with matching supply and demand of output over the medium
time range, up to approximately 12 months into the future. Term aggregate implies that the
planning is done for a single overall measure of output or, at the most, a few aggregated product
categories. The aim of aggregate planning is to set overall output levels in the near to medium
future in the face of fluctuating or uncertain demands. Aggregate planning might seek to
influence demand as well as supply

5. Define Value Engineering and Analysis. What are the various methods for VE and
VA? Explain one of these methods with an example.
Solution: Value engineering (VE) is a systematic method to improve the "value" of goods or
products and services by using an examination of function. Value, as defined, is the ratio of
function to cost. Value can therefore be increased by either improving the function or reducing
the cost. It is a primary tenet of value engineering that basic functions be preserved and not be
reduced as a consequence of pursuing value improvements.
In the United States, value engineering is specifically spelled out in Public Law 104-106, which
states “Each executive agency shall establish and maintain cost-effective value engineering
procedures and processes.
Value engineering is sometimes taught within the project management or industrial engineering
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 practice identifies and
removes unnecessary expenditures, thereby increasing the value for the manufacturer and/or their
customers.
VE follows a structured thought process that is based exclusively on "function", i.e. what
something "does" not what it is. For example a screw driver that is being used to stir a can of
paint has a "function" of mixing the contents of a paint can and not the original connotation of
securing a screw into a screw-hole. In value engineering "functions" are always described in a
two word abridgment consisting of an active verb and measurable noun (what is being done - the
verb - and what it is being done to - the noun) and to do so in the most non-prescriptive way
possible. In the screw driver and can of paint example, the most basic function would be "blend
liquid" which is less prescriptive than "stir paint" which can be seen to limit the action (by
stirring) and to limit the application (only considers paint.) This is the basis of what value
engineering refers to as "function analysis"
Value engineering uses rational logic (a unique "how" - "why" questioning technique) and the
analysis of function to identify relationships that increase value. It is considered a quantitative
method similar to the scientific method, which focuses on hypothesis-conclusion approaches to
test relationships, and operations research, which uses model building to identify predictive
relationships.
Value engineering is also referred to as "value management" or "value methodology" (VM), and
"value analysis" (VA). VE is above all a structured problem solving process based on function
analysis—understanding something with such clarity that it can be described in two words, the
active verb and measurable noun abridgement. For example, the function of a pencil is to "make
marks". This then facilitates considering what else can make marks. From a spray can, lipstick, a
diamond on glass to a stick in the sand, one can then clearly decide upon which alternative
solution is most appropriate.

6. Write short notes of the following.

a) Learning Curve
A learning curve is a graphical representation of the changing rate of learning (in the average
person) for a given activity or tool. Typically, the increase in retention of information is sharpest
after the initial attempts, and then gradually evens out, meaning that less and less new
information is retained after each repetition.

The learning curve can also represent at a glance the initial difficulty of learning something and,
to an extent, how much there is to learn after initial familiarity. For example, the Windows
program Notepad is extremely simple to learn, but offers little after this. On the other extreme is
the UNIX terminal editor vi, which is difficult to learn, but offers a wide array of features to
master after the user has figured out how to work it. It is possible for something to be easy to
learn, but difficult to master or hard to learn with little beyond this.
The concept of the Learning Curve basically states that there is less and less learning as more
repetitive steps are taken. The Boston Consulting Group conducted some empirical studies and
below are the conculsions from that study:

The time required to perform a task decreases as the task is repeated,

The amount of improvement decreases as more units are produced, and
The rate of improvement has sufficient consistency to allow its use as a prediction tool.

b) Acceptance Sampling

Acceptance sampling uses statistical sampling to determine whether to accept or reject a

production lot of material. It has been a common quality control technique used in industry and
particularly the military for contracts and procurement. It is usually done as products leave the
factory, or in some cases even within the factory. Most often a producer supplies a consumer a
number of items and decision to accept or reject the lot is made by determining the number of
defective items in a sample from the lot. The lot is accepted if the number of defects falls below
where the acceptance number or otherwise the lot is rejected.

c) Assembly Line Balancing

An assembly line is a flow-oriented production system where the productive units performing the
operations, referred to as stations, are aligned in a serial manner. The workpieces visit stations
successively as they are moved along the line usually by some kind of transportation system, e.g.
a conveyor belt. Originally, assembly lines were developed for a cost efficient mass production
of standardized products, designed to exploit a high specialization of labour and the associated
learning effects Since the times of Henry Ford and the famous model-T however, product
requirements and thereby the requirements of production systems have changed dramatically. In
order to respond to diversified costumer needs, companies have to allow for an individualisation
of their products.
d) Material Requirement Planning
Solution: Material requirements planning (MRP) is a production planning and inventory control
system used to manage manufacturing processes. Most MRP systems are software-based, while
it is possible to conduct MRP by hand as well.
An MRP system is intended to simultaneously meet three objectives:
Ensure materials are available for production and products are available for delivery to
customers.
Maintain the lowest possible material and product levels in store
Plan manufacturing activities, delivery schedules and purchasing activities.

e) Standardization and Variety Reduction

Solution: Standardization is the process of developing and implementing technical standards.
The goals of standardization can be to help with independence of single suppliers
(commoditization), compatibility, interoperability, safety, repeatability, or quality.
In social sciences, including economics, the idea of standardization is close to the solution for a
coordination problem, a situation in which all parties can realize mutual gains, but only by
making mutually consistent decisions. Standardization is defined as best technical application
consentual wisdom inclusive of processes for selection in making appropriate choices for
ratification coupled with consistent decisions for maintaining obtained standards Precisely
separating the two terms known as standardisation and variety reduction is as difficult as
separating research from development and mechanisation from automation. The exercise is
barren. Both are concerned with the elimination of unnecessary diversity in any sphere of
company operations. Standardisation is most commonly used in the sense of reducing a series of
items all serving the same purpose to one item or a very few items, e.g. all inter-office
memoranda to be written on A4 paper. Variety reduction is widely interpreted as a reduction in a
range of items all serving the same or similar purposes by removing the least profitable and those
with least user appeal. There is a wide overlap between this technique and standardisation (q.v.).
The difference between the two techniques is brought about when one considers the way in
which they are applied. Variety reduction, though it can be employed on any aspect of company
operations, is usually in practice restricted to three areas; the product range, the raw materials list
and stocks of engineering spares. Furthermore, a variety reduction effort is normally organised as
a special project for a team, special consultant or committee. A big effort is made and then the
team is disbanded, leaving a residue of variety reduction concepts as a permanent legacy for the
managers who are permanently concerned with the product range.

Illustration:
A common approach to variety reduction of products is to appoint a full-time team of three or
four people to study the problem, report on it and assist with implementation. The team will
systematically cover each product group looking for identical products with different code
numbers and for those whose sales are very low. The arguments for removal of products must be
based on profitability considerations: a profitability analysis of the product range is an important
aspect of a variety reduction study.

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