Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2019 Summer 4th Sem 2841102 Strategic Operations Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2841102 Date:06/05/2019
Subject Name: Strategic Operations Management
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. 6
Q.1 (a) Objective Questions
1.
A strategy is a set of plan designed for ______________ competitive
advantage.
A. Short ?term B. Medium ? term
C. Immediate D. Long ? term
2.
Two different viewpoints on operations strategy are the market-driven view
and the _____________ based view
A. Operations B. Finance
C. Resource D Capability
3.
Operations Management is a __________ process.
A. Translation B. Transformation
C. Transaction D. Transition
4.
What does ERP stand for?
A. Enterprise research
planning
B. Expanse
resource project
C. Enterprise resource
performance
D. Enterprise
resource
planning
5.
Recyclability of materials is an environmental issue concerned with which
operations management decision area?
A. Layout of facilities B. Product or
service design
C. Network design D. Inventory
planning and
control
6.
The main role of the operations function within the organization is to:
A. Do what the market
requires
B. Produce
products and
services
C. Implement, support
and drive strategy
D. Make things
cheaply
Q.1 (b) Answer in brief: Explanation of Terms /Concepts with Practical
examples.
1. Order winners and order qualifiers
2. Downsizing
3. Focused manufacturing
4. Time to market
04
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1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2841102 Date:06/05/2019
Subject Name: Strategic Operations Management
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. 6
Q.1 (a) Objective Questions
1.
A strategy is a set of plan designed for ______________ competitive
advantage.
A. Short ?term B. Medium ? term
C. Immediate D. Long ? term
2.
Two different viewpoints on operations strategy are the market-driven view
and the _____________ based view
A. Operations B. Finance
C. Resource D Capability
3.
Operations Management is a __________ process.
A. Translation B. Transformation
C. Transaction D. Transition
4.
What does ERP stand for?
A. Enterprise research
planning
B. Expanse
resource project
C. Enterprise resource
performance
D. Enterprise
resource
planning
5.
Recyclability of materials is an environmental issue concerned with which
operations management decision area?
A. Layout of facilities B. Product or
service design
C. Network design D. Inventory
planning and
control
6.
The main role of the operations function within the organization is to:
A. Do what the market
requires
B. Produce
products and
services
C. Implement, support
and drive strategy
D. Make things
cheaply
Q.1 (b) Answer in brief: Explanation of Terms /Concepts with Practical
examples.
1. Order winners and order qualifiers
2. Downsizing
3. Focused manufacturing
4. Time to market
04
2
Q.1 (c) Explain in brief the differences between goods and services. 04
Q.2 (a) Briefly explain the role of operations in organizations. Which are the
recent trends encouraging focus on operations?
07
(b) Which are the key operations management decisions? Explain in brief
about each, with examples.
07
OR
(b) Explain the role of technology in operations with examples. 07
Q.3 (a) Explain the concepts of value and waste. How do lean systems help in
eliminating waste?
07
(b) Imagine a simple manufacturing value chain. How will you make value
flow across the chain?
07
OR
Q.3 (a) Explain the meaning of a process. Which are the generic types of
processes? Which are the factors affecting choice of process type?
07
(b) Imagine a garment manufacturer. What shall be the business implications
of the manufacturer?s choice of process?
07
Q.4 (a) Explain the make or buy decision dilemma in detail, along with relevant
merits and demerits.
07
(b) Which are the key performance indicators? Explain in brief about each
one of them.
07
OR
Q.4 (a) What is benchmarking? Explain the various types of benchmarking. 07
(b) Which are the various issues in determining capacity of services?
Support your answer with relevant and adequate examples.
07
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1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2841102 Date:06/05/2019
Subject Name: Strategic Operations Management
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. 6
Q.1 (a) Objective Questions
1.
A strategy is a set of plan designed for ______________ competitive
advantage.
A. Short ?term B. Medium ? term
C. Immediate D. Long ? term
2.
Two different viewpoints on operations strategy are the market-driven view
and the _____________ based view
A. Operations B. Finance
C. Resource D Capability
3.
Operations Management is a __________ process.
A. Translation B. Transformation
C. Transaction D. Transition
4.
What does ERP stand for?
A. Enterprise research
planning
B. Expanse
resource project
C. Enterprise resource
performance
D. Enterprise
resource
planning
5.
Recyclability of materials is an environmental issue concerned with which
operations management decision area?
A. Layout of facilities B. Product or
service design
C. Network design D. Inventory
planning and
control
6.
The main role of the operations function within the organization is to:
A. Do what the market
requires
B. Produce
products and
services
C. Implement, support
and drive strategy
D. Make things
cheaply
Q.1 (b) Answer in brief: Explanation of Terms /Concepts with Practical
examples.
1. Order winners and order qualifiers
2. Downsizing
3. Focused manufacturing
4. Time to market
04
2
Q.1 (c) Explain in brief the differences between goods and services. 04
Q.2 (a) Briefly explain the role of operations in organizations. Which are the
recent trends encouraging focus on operations?
07
(b) Which are the key operations management decisions? Explain in brief
about each, with examples.
07
OR
(b) Explain the role of technology in operations with examples. 07
Q.3 (a) Explain the concepts of value and waste. How do lean systems help in
eliminating waste?
07
(b) Imagine a simple manufacturing value chain. How will you make value
flow across the chain?
07
OR
Q.3 (a) Explain the meaning of a process. Which are the generic types of
processes? Which are the factors affecting choice of process type?
07
(b) Imagine a garment manufacturer. What shall be the business implications
of the manufacturer?s choice of process?
07
Q.4 (a) Explain the make or buy decision dilemma in detail, along with relevant
merits and demerits.
07
(b) Which are the key performance indicators? Explain in brief about each
one of them.
07
OR
Q.4 (a) What is benchmarking? Explain the various types of benchmarking. 07
(b) Which are the various issues in determining capacity of services?
Support your answer with relevant and adequate examples.
07
3
Q.5 Anchor Electricals:
Anchor Electricals aims to be a digital frontrunner in the manufacturing
industry in India. To achieve this goal, they needed high-availability of
services to end users ensuring continuous production in factories, which
would free up IT teams to focus on innovation and strategic initiatives.
Anchor Electricals, a subsidiary of the Panasonic Group, is one of India?s
largest domestic manufacturers of electrical construction materials. They
manufacture a range of innovative electrical, lighting and ventilation
products. Anchor Electricals wanted to improve the service provided to
their end users while keeping disruption to a minimum. However, it was
hampered by frequent downtime at its 44 production plants across the
country, caused by ageing infrastructure and an inefficient support model,
resulting in lost revenue. With its small IT team kept busy dealing with
daily IT operational issues and escalations, the team didn?t have time to
focus on innovation and strategic initiatives. The lack of tools to enable
proactive monitoring and management of the infrastructure also meant
that the IT team couldn?t provide effective support.
Anchor Electricals consolidated and seamlessly migrated 45 applications
across 44 sites to a scalable private cloud environment to meet business
growth objectives. A stable hybrid IT support model covering the
network and the data centre optimizes operations and provides 24/7
support. A hybrid IT support model underpins the existing infrastructure
and optimises data centre and network operations. The model offers them
complete visibility of their IT operations in the form of granular
monitoring, control and reporting, measured against set business
outcomes. With 99.9% uptime and 24/7 support across all its operations,
including manufacturing facilities, warehouses and offices, all services
are available to end users at any point in time.
Operational efficiency across the data centre, network, security and cloud
mean that critical IT resources are freed up to drive innovation. Anchor
Electricals is now able to execute its digital strategy and become more
competitive. As a result of their implementation of an optimized and
automated support system, Anchor Electricals is set to meet its target for
revenue growth, partly due to an expected 10% reduction in operational
costs. There?s also been a 15% reduction in risk by shifting from its
existing IT operations management strategy to a more focused, predictive
and proactive management approach. With automation, Anchor
Electricals has experienced up to 25% improvement in performance as a
result of reduced downtime. They?ve also seen an improvement of
between 15% and 20% in internal customer satisfaction because of the
reduction of escalations and customer complaints. Anchor Electricals can
now focus on digital initiatives that will enable to double revenue targets.
Q.1) Discuss the situations which led to the revamping of the IT
infrastructure at Anchor.
Q.2) Discuss the role of IT in operations management in the modern
business environment.
14
OR
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1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2841102 Date:06/05/2019
Subject Name: Strategic Operations Management
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. 6
Q.1 (a) Objective Questions
1.
A strategy is a set of plan designed for ______________ competitive
advantage.
A. Short ?term B. Medium ? term
C. Immediate D. Long ? term
2.
Two different viewpoints on operations strategy are the market-driven view
and the _____________ based view
A. Operations B. Finance
C. Resource D Capability
3.
Operations Management is a __________ process.
A. Translation B. Transformation
C. Transaction D. Transition
4.
What does ERP stand for?
A. Enterprise research
planning
B. Expanse
resource project
C. Enterprise resource
performance
D. Enterprise
resource
planning
5.
Recyclability of materials is an environmental issue concerned with which
operations management decision area?
A. Layout of facilities B. Product or
service design
C. Network design D. Inventory
planning and
control
6.
The main role of the operations function within the organization is to:
A. Do what the market
requires
B. Produce
products and
services
C. Implement, support
and drive strategy
D. Make things
cheaply
Q.1 (b) Answer in brief: Explanation of Terms /Concepts with Practical
examples.
1. Order winners and order qualifiers
2. Downsizing
3. Focused manufacturing
4. Time to market
04
2
Q.1 (c) Explain in brief the differences between goods and services. 04
Q.2 (a) Briefly explain the role of operations in organizations. Which are the
recent trends encouraging focus on operations?
07
(b) Which are the key operations management decisions? Explain in brief
about each, with examples.
07
OR
(b) Explain the role of technology in operations with examples. 07
Q.3 (a) Explain the concepts of value and waste. How do lean systems help in
eliminating waste?
07
(b) Imagine a simple manufacturing value chain. How will you make value
flow across the chain?
07
OR
Q.3 (a) Explain the meaning of a process. Which are the generic types of
processes? Which are the factors affecting choice of process type?
07
(b) Imagine a garment manufacturer. What shall be the business implications
of the manufacturer?s choice of process?
07
Q.4 (a) Explain the make or buy decision dilemma in detail, along with relevant
merits and demerits.
07
(b) Which are the key performance indicators? Explain in brief about each
one of them.
07
OR
Q.4 (a) What is benchmarking? Explain the various types of benchmarking. 07
(b) Which are the various issues in determining capacity of services?
Support your answer with relevant and adequate examples.
07
3
Q.5 Anchor Electricals:
Anchor Electricals aims to be a digital frontrunner in the manufacturing
industry in India. To achieve this goal, they needed high-availability of
services to end users ensuring continuous production in factories, which
would free up IT teams to focus on innovation and strategic initiatives.
Anchor Electricals, a subsidiary of the Panasonic Group, is one of India?s
largest domestic manufacturers of electrical construction materials. They
manufacture a range of innovative electrical, lighting and ventilation
products. Anchor Electricals wanted to improve the service provided to
their end users while keeping disruption to a minimum. However, it was
hampered by frequent downtime at its 44 production plants across the
country, caused by ageing infrastructure and an inefficient support model,
resulting in lost revenue. With its small IT team kept busy dealing with
daily IT operational issues and escalations, the team didn?t have time to
focus on innovation and strategic initiatives. The lack of tools to enable
proactive monitoring and management of the infrastructure also meant
that the IT team couldn?t provide effective support.
Anchor Electricals consolidated and seamlessly migrated 45 applications
across 44 sites to a scalable private cloud environment to meet business
growth objectives. A stable hybrid IT support model covering the
network and the data centre optimizes operations and provides 24/7
support. A hybrid IT support model underpins the existing infrastructure
and optimises data centre and network operations. The model offers them
complete visibility of their IT operations in the form of granular
monitoring, control and reporting, measured against set business
outcomes. With 99.9% uptime and 24/7 support across all its operations,
including manufacturing facilities, warehouses and offices, all services
are available to end users at any point in time.
Operational efficiency across the data centre, network, security and cloud
mean that critical IT resources are freed up to drive innovation. Anchor
Electricals is now able to execute its digital strategy and become more
competitive. As a result of their implementation of an optimized and
automated support system, Anchor Electricals is set to meet its target for
revenue growth, partly due to an expected 10% reduction in operational
costs. There?s also been a 15% reduction in risk by shifting from its
existing IT operations management strategy to a more focused, predictive
and proactive management approach. With automation, Anchor
Electricals has experienced up to 25% improvement in performance as a
result of reduced downtime. They?ve also seen an improvement of
between 15% and 20% in internal customer satisfaction because of the
reduction of escalations and customer complaints. Anchor Electricals can
now focus on digital initiatives that will enable to double revenue targets.
Q.1) Discuss the situations which led to the revamping of the IT
infrastructure at Anchor.
Q.2) Discuss the role of IT in operations management in the modern
business environment.
14
OR
4
Q.5 Deloitte ? Removing operational deficiencies of an major Energy
Utility Firm
The Challenge:
A major energy utility identified a number of operational deficiencies in a
recent productivity review. The company wanted to halt the erosion of
value by refocusing the business to be more effective and efficient in the
way it operates in its current markets and to capitalize on the disruptive
change that will affect the business going forward. In doing so, the
company set a notional cost reduction target of over 20% and sought help
from a professional service provider to achieve this target through the
implementation of a new operating model
How Deloitte helped?
Building on the initial productivity review, Deloitte designed a set of
initiatives focused on developing and validating a target operating model,
improving the effectiveness of processes and developing capability to
increase revenue.
The new operating model for the energy provider was designed with a
number of objectives:
? Lowest-cost position (through cost reduction, optimal use of assets,
optimal service and capability development)
? Flexibility to scale up or down effectively
? Phased performance improvement
During the engagement, Deloitte used a range of methods, including
benchmarks and workload analysis, to develop and validate the
organizational sizing and indicative savings of a revamped organization.
Deloitte then used a Value Driver Tree to identify key process areas to
improve the end-to-end processes across the business. In addition,
Deloitte performed end-to-end process analysis to identify areas of
inefficiency and to inform future process design and transition approach.
Furthermore, Deloitte worked with the business closely through the
transition of all level 1 to 4 roles, successfully implementing the new
business model and associated organization structure whilst Business As
Usual was fully supported.
Value delivered:
The new operating model provided the business with the ability to
prosper in the fully contestable market and to capitalize on new products
and markets. The engagement had a rapid start with over 40 initiatives
and delivered a 25% cost reduction through the transition to a Business
As Usual state-with acceptable levels of business risk, appropriate spans
of control and improved revenue realization capability.
Q.1) How did Deloitte support its plan to develop a new operating model
for its client?
Q,2) What were the major operations management decision areas that
Deloitte focused upon?
14
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This post was last modified on 19 February 2020