OM I Operations Management I

Assignment Questions
Kristens 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 page 10 of the case for the questions.

Mcdonlads corp & Burger King 1. What are the major operational differences between McDonalds (McD) and Burger King (BK) 2. How do these differences relate to each companys method of competing in the market place? 3. What implications do these differences have for management of the operation and for the future of these organizations? 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 hospitals capacity? For your analysis of current situation you can assume that patients are admitted on 5 days a week ( Not admitted on Fridays & Saturdays) and surgeries are carried on 5 days a week from ( No Surgeries done on Saturdays and Sundays) 4. How would you implement changes you propose?

National Cranberry Cooperative What is your analysis of process fruit operation at receiving plant #1? Identify the bottleneck Carry out analysis for a peak day (assume that 19,000 berries arrive uniformly over 11 hours. (assume that 70% of berries are water harvested) Carry out analysis for a normal day (assume that 10,000 berries arrive uniformly over 11 hours. (assume that 70% of berries are water harvested) 2. What recommendation, both short and long term, would you make to Mr. Schaeffer? Manzana Insurance 1. 2. 3. 4. How is the Fruitvale Branch doing? What are the causes of these problems? Can you identify in the way Manzana is calculating turnaround time in Exhibit 3? If you were Bill Pippen, what would you recommend that Fruitvale do? 1.

For the purpose of your analysis you may want work with 1991 (6 months) data refer Exhibit 7

Applichem 1. Compare the performance of Applichems 6 Release plants. 2. Why was some plants better performance than others? 3. How would you advise Joe Spandro to configure his worldwide manufacturing system?

Table 1. Actual volume of products made and shipped (all in million pounds)*
Mexico 3.0 Canada 2.6 4.1 5.6 20 12.4 14 4.0 Venezuela 6.3 Frankfurt Gary Sunchem

Mexico Canada Venezuela Frankfurt Gary Sunchem

*Refer 2nd page of the case

American Connector 1. How serious is the threat of DJC to American Connector Company? 2. How big are the cost differences between DJCs plant and American Connectors Sunnyvale plant? Consider both DCJs performance in Kawasaki and its potential in the United States. 3. What accounts for these differences? How much of the differences are 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 Connectors 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?