...Second Trimester Session 2012/2013 GSM 5113 Operations Management Case Study: Car Restoration at BASS Prepared By: Risidaxshinni Kumarusamy GM05090 Mogna Priya Pindaya GM05082 Saraniya Gunasegaran GM05092 Prepared For: Assc. Prof. DrAzmawaniAbdRahman Date of Submission: 7th March 2013 Introduction Background of BASS Bennett Auto Sales and Service (BASS) sells and services several American and Japanese cars, and owns two auto parts stores, a large body shop, a car painting business and an auto salvage yard. The owner of BASS, David Bennett, built the business into a successful empire upon inheriting it from her father. Her motto is to “Sell em today, repair em tomorrow”, implying that repeat customers and high customer loyalty is their secret to success. Currently, Bennett is interested in expanding the business via restoration of vintage automobiles. In order to assess the practicability of this idea, she wants to restore her 1965 Shelby Mustang GT 350 to mint condition. The Mustang will serve as an advertisement for the new restoration business she plans to start and will be taken to auto shows and exhibits to attract business. The Mustang restoration project involves 22 activities (from A-V) and needs to be completed within 45 days so that the car can be displayed in an auto show at Detroit. Roberts wants the new business to appeal to both types of people, as follows: * For the first group, she envisions serving as parts broker for...
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...DSG Internetwork Solutions NET 226A, Belski April 14, 2014 Case Study 1 Case Study #1: Corleone Marketing Firm Mr. Hagen, the IT director at Corleone Marketing Firm, manages the upgrade and migration of the network to newer technologies. He has two network administrators working for him that manage the servers, desktops, and network hardware for the company. The company is understaffed, and the administrators are overworked. They currently use no network management software to monitor the network. The firm has two locations, one in New York and one in Chicago, specializing in corporate advertising. A MPLS WAN link exists between the sites. Each office has approximately 250 workstations. The company expects only 4 percent network traffic growth in the next two years. Computers at each office are connected to 10/100 hubs. A router in New York provides connectivity to the Chicago office and to the Internet via a local ISP. The current routing protocol is RIP. The MPLS link is a T1 line and utilization usually hovers around 80 percent. The Ethernet segments currently run at an average 50 percent utilization; occasionally, network utilization will burst to 65 percent utilization. Users complain of slow response time through the day. The firm uses MS Office suite including MS SharePoint for word processing and exchanging documents. E-mail and HTTP are highly used as well. The firm also uses database servers for marketing information. IP is the only protocol routed...
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...Morgan Stanley, a leading U.S. Investment Bank, was attempting to transform its work environment to one that fosters teamwork but promotes innovation as well. This vision was developed under the leadership of the new president John Mack and his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. The Capital Markets Services(CMS) division, which has established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. Market coverage professional to be compatible with the staff of other departments, but can't rely entirely on product designers, because they do not understand markets and customers, do not know the customer's needs. It is important to fully understand the market, product, and customer information in three areas and needs. That person must be energetic, aggressive and...
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...Birla Institute of Technology & Science, Pilani Work-Integrated Learning Programmes Division Second Semester 2013-2014 Assignment No. 1 Course No. : MM ZG 523 Course Title : PROJECT MANAGEMENT Nature of Assignment : Take Home Weightage : 5% 1. Is project management designed to transfer power from line managers to the project manager? Explain the context of a project driven and a non-project driven organization? 2. Draw the organization structure of your organization and focus on the organization culture that exists in your organization. Suppose your company has decided to set up a new manufacturing unit of low capacity at another location, what organizational structure form will it prefer? 3. Study the Case 3.1 given in the Text Book (T1) on Page 108-110 and answer the FOUR questions that follow at the end of this case study. 4. The sales of a certain product during a fourteen year period have been as follows: Period Sales Period 1 2000 8 2 2200 9 3 2100 10 4 2300 11 5 2500 12 6 3200 13 7 3600 14 Find the least square regression line for the data given. Sales 4000 3900 4000 4200 4300 4900 5300 5. Sulabh International is evaluating a project whose expected cash flows are as follows: Year Cash Flow in Rupees 0 (1000,000) 1 100,000 2 200,000 3 300,000 4 600,000 5 300,000 a. What is the NPV of the project, if the discount rate is 14% for the entire period...
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...Birla Institute of Technology & Science, Pilani Work-Integrated Learning Programmes Division Second Semester 2013-2014 Assignment No. 1 Course No. : MM ZG 523 Course Title : PROJECT MANAGEMENT Nature of Assignment : Take Home Weightage : 5% 1. Is project management designed to transfer power from line managers to the project manager? Explain the context of a project driven and a non-project driven organization? 2. Draw the organization structure of your organization and focus on the organization culture that exists in your organization. Suppose your company has decided to set up a new manufacturing unit of low capacity at another location, what organizational structure form will it prefer? 3. Study the Case 3.1 given in the Text Book (T1) on Page 108-110 and answer the FOUR questions that follow at the end of this case study. 4. The sales of a certain product during a fourteen year period have been as follows: Period | Sales | Period | Sales | 1 | 2000 | 8 | 4000 | 2 | 2200 | 9 | 3900 | 3 | 2100 | 10 | 4000 | 4 | 2300 | 11 | 4200 | 5 | 2500 | 12 | 4300 | 6 | 3200 | 13 | 4900 | 7 | 3600 | 14 | 5300 | Find the least square regression line for the data given. 5. Sulabh International is evaluating a project whose expected cash flows are as follows: Year | Cash Flow in Rupees | 0 | (1000,000) | 1 | 100,000 | 2 | 200,000 | 3 | 300,000 | 4 | 600,000 | 5 | 300,000 | a. What...
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...mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 COST ACCOUNTING MANAGEMENT CASE STUDY : 1 Materials X and Y are used as follows : Minimum usage — 50 units each per week Minimum usage — 150 units each per week Normal usage — 100 units each per week Ordering quantities x = 600 units Y = 1000 units Delivery period x = 4 to 6 weeks Y = 2 to 4 weeks Calculate for each material a) Minimum level b) Maximum level c) Order level d) Explain importance of inventory controls? CASE STUDY : 2 A company presently sells an equipment for Rs 35,000. Increase in prices of labour and material cost are anticipated to the extent of 15% and 10% respectively, in the coming year. Material cost represents 40% of cost of sales and labour cost 30% of cost sales. The remaining relate to overheads. If the existing selling price is retained despite the increase in labour and material prices. The company would face a 20% decrease in the existing amount of profit on the equipment. Question : 1) You are required to arrive at a selling price so as to give the same percentage of profit on increased cost of sales, as before. 2) Prepare a statement of profit / loss per unit, showing the new selling price and cost per unit in support of your answer. 3) What is the anticipated amount of increased material and labour cost. 4) What policy changes should the company make for maintaining the profits. CASE STUDY : 3 A product passes through two processes. The output of process...
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...| — | Roll No.: Total Printed Pages :1 22M6201M. B. A. (Sem.II) (Main & Back) Examination, JunelJuly-201 1 M-201 Human Resource Management | | | | 11 l11 Time: 3 Hours] [Total Marks :70 [Mm. Passing Marks :28 The question paper is divided in two sections. There are sections A and B. Section A contains six questions out of which the candidate is required to attempt any four questions. Section B contains short case study/application base one question which is compulsory. All questions are carrying equal marks. Use of following supporting material is permitted during examination. (Mentioned in form No. 205) 1. Nil 2. Nil SECTION - A 1 Suppose HR planners estimate that because of several technological innovations your company needs 25 percent fewer employees in three years. What actions do you suggest for an effective functioning ? 2 (1) “Smaller organisations do not need job analysis for their jobs because most of their employees conduct a myriad of activities too far reaching for a standard job analysis”. Elucidate (2) The input throught put and output of HRD is human resources. Elucidate. 3 How would you identify the training and development needs of managerial personnel in a large industrial undertaking? Also suggest a method for evaluating the effectiveness of in company training programmes in an organisation. 4 (1) Describe the components of...
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...Case Study 1-6 Introduction This issue for case study 1-6 is brought to us by Steve Nelson and the company of the Gregg’s Appliances, Inc. The HH Gregg Company was founded on April 15, 1955 in Indianapolis by Henry Harold Gregg and his wife. The initial store was an 800 square feet appliance showroom and office. Since then the company has expanded and with that expansion the company needed more and more information technology in order to harness the power of the information they had acquired. But in 2006 the current CIO, Steve Nelson, was facing a deadline. The deadline was the HP, which was Gregg’s principal information technology vendor, has chosen to discontinue support for its line of HP 300 mainframe processors. Gregg’s relied upon those mainframes for its transaction process and inventory management applications. The last support date for those mainframes was December 31, 2006. This case study goes through the steps that Gregg’s took when Steve Nelson realized they needed a replacement for their mainframe. Case Summary 2003 was the year when HP issued its plan to discontinue support of the 3000 systems. At the time of the announcement the previous CIO, John Baxter Burns, believed that this was just the push the company needed to get off the old IDEAS/3000 application site. Burns developed a project and from early 2004-2006 the company reviewed dozens of proposals, countless demonstrations, dismissing one after the other as solutions that would not work. Project...
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...Expert Systems with Applications 41 (2014) 1830–1846 Contents lists available at ScienceDirect Expert Systems with Applications journal homepage: www.elsevier.com/locate/eswa A new multi-objective multi-mode model for solving preemptive time–cost–quality trade-off project scheduling problems Madjid Tavana a,b,⇑, Amir-Reza Abtahi c, Kaveh Khalili-Damghani d a Business Systems and Analytics Department, Lindback Distinguished Chair of Information Systems and Decision Sciences, La Salle University, Philadelphia, PA 19141, USA Business Information Systems Department, Faculty of Business Administration and Economics, University of Paderborn, D-33098 Paderborn, Germany c Department of Knowledge Engineering and Decision Sciences, University of Economic Sciences, Tehran, Iran d Department of Industrial Engineering, South-Tehran Branch, Islamic Azad University, Tehran, Iran b a r t i c l e i n f o a b s t r a c t Considering the trade-offs between conflicting objectives in project scheduling problems (PSPs) is a difficult task. We propose a new multi-objective multi-mode model for solving discrete time–cost–quality trade-off problems (DTCQTPs) with preemption and generalized precedence relations. The proposed model has three unique features: (1) preemption of activities (with some restrictions as a minimum time before the first interruption, a maximum number of interruptions for each activity, and a maximum time between interruption and restarting); (2) simultaneous...
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...Expert Systems with Applications 41 (2014) 1830–1846 Contents lists available at ScienceDirect Expert Systems with Applications journal homepage: www.elsevier.com/locate/eswa A new multi-objective multi-mode model for solving preemptive time–cost–quality trade-off project scheduling problems Madjid Tavana a,b,⇑, Amir-Reza Abtahi c, Kaveh Khalili-Damghani d a Business Systems and Analytics Department, Lindback Distinguished Chair of Information Systems and Decision Sciences, La Salle University, Philadelphia, PA 19141, USA Business Information Systems Department, Faculty of Business Administration and Economics, University of Paderborn, D-33098 Paderborn, Germany c Department of Knowledge Engineering and Decision Sciences, University of Economic Sciences, Tehran, Iran d Department of Industrial Engineering, South-Tehran Branch, Islamic Azad University, Tehran, Iran b a r t i c l e i n f o a b s t r a c t Considering the trade-offs between conflicting objectives in project scheduling problems (PSPs) is a difficult task. We propose a new multi-objective multi-mode model for solving discrete time–cost–quality trade-off problems (DTCQTPs) with preemption and generalized precedence relations. The proposed model has three unique features: (1) preemption of activities (with some restrictions as a minimum time before the first interruption, a maximum number of interruptions for each activity, and a maximum time between interruption and restarting); (2) simultaneous...
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...LaShara Jones Business Management 3600 01/28/2015 CASE STUDY: Management at work * Does the pattern of management developments at GE over the last century seem to reflect the pattern suggested by management theory? Explain your answer * Yes, GE development seem to reflect the pattern of management theory. In example, their blue book theory was in place to help manage the management every move. This prime example was one that was led by founders in the history of business. The company also focused on offering their employees pensions and profit sharing which went hand in hand with the basis of HR functions which is one of the basics of the administrate side of the classical management perspective. With Ge being a leader in profit and products for the everyday use of consumers. GE develop the strategic management approach within their company which helped with business opportunities and challenges. Adding in mathematical modeling to be able to make their manager make better managerial decisions. Adopting these early ideas only allowed the company to advance in reaching success over time. * Which GE’s management innovation seem to draw on a classical management perspective? Which seem to draw on behavioral management perspective? How does the contingency perspective explain management changes the GE has made over the years? Explain each of your responses * Classical management ‘blue book” .The blue book theory focus on management every move but it also look...
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...rate of return for three available options (amounts in , 000): 2 1 c) Derivation of payback periods for three available options (amounts in ,000): 2 1 d) Derivation of Net Present Value for three available options (amounts in ,000): 2 1e) Derivation of internal rate of return for three available options (amounts in , 000): 2 2.0 Appraisal methods and discussion of the recommendation: 2 Bibliography: 2 Part A: 1.0 Analysis of the incremental cost for Fleet Ltd.: The incremental cost analysis of any organization evaluates the changes in organizational effectiveness after incorporating the new strategy for which the cost incurred. Not only that it will also help the organization to find out if it have any other alternatives. In case of Fleet Ltd., there exist three strategies which they incorporated to improve the organization effectiveness. Among those three strategies, the first one involves the changes in the core activities of the organization where as the second activities is mainly concentrating the improvement of the competitive ability of the organization whose results will indirectly help the first strategy adopted by the organization. However, both the first and second activities depend on the UN core activities. According to the third strategy of the organization, it is found that the organization is going to adopt a decision through which the IT department of the organization able to outsource to a third party. As a result of such...
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...to our analysis the fixed cost of the raw materials is as follows: INPUT | COST | Gas Cylinder: | 2800 | Milk | 9600 | Water | 750 | Transportation | 300 | Light | 200 | Matchstick | 675 | Tea | 3600 | Suger | 1710 | Ginger | 120 | Disposal | 300 | Glass | 12 | Biscuit | 1620 | Cigarette | 9990 | Beedi | 9825 | Tobacco & Chocolates | 4800 | Total Variable Cost | 46302 | Fixed Cost A cost that does not change with an increase or decrease in the amount of goods or services produced. Fixed costs are expenses that have to be paid by a company, independent of any business activity. It is one of the two components of the total cost of a good or service, along with variable cost. One Time Investment | Cost | Stove | 550 | Shop | 11000 | Cylinder | 4500 | Tea Container | 300 | Milk Container | 350 | Hut | 5000 | Stool | 780 | Total Cost | 22430 | Implicit Cost A cost that is represented by lost opportunity in the use of a company's own resources, excluding cash. The implicit cost for a firm can be thought of as the opportunity cost related to undertaking a certain project or decision, such as the loss of interest income on funds, or depreciation of machinery used for a capital project. In economic study of tea stall we have found that total money he invested in his business is equal to the fixed cost because his fixed cost...
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...Product Assembly INCREASING PRODUCTION BY ALTERING PRODUCT ASSEMBLY Abhishek Mandloi PA 1101 [pic] RAMAIAH INSTITUTE OF MANAGEMENT STUDIES Abstract AIC Systems, located in Taichung, Taiwan, is a manufacturer of printed circuit boards, primarily for motherboards and graphics cards for personal computers. The firm is considered an original design manufacturer (ODM) and takes an active role in innovating and designing each new generation of components. By doing in-house design and development, the company has been able to foster exclusive, long-term relationships with its customers. The firm decides to diversify its portfolio to include consumer electronics with a particular focus on mobile technology. The goal is to move from manufacturing components for other computer companies to developing the firm's own line of branded consumer electronics. The new "netbook" market provides an opportunity for AIC Systems to design and manufacture a branded product in the mobile electronics industry. The production manager has created an assembly line for producing the new netbooks, and after three months of production he must consider • Ways to improve efficiency and reduce production costs. • Analysis of the existing assembly-line system and make recommendations to reach optimal efficiency. ANALYSIS As per the analysis of the case the organization is producing their QuiN 816 netbook in four product lines of 16meter each with 10 stations. In each station,...
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...Chapter 6 Problem Summary |Prob. # |Concepts Covered |Level of |Notes | | | |Difficulty | | |6.1 |Decision Making Under Uncertainty -- maximax, maximin, |1 | | | |minimax regret and principle of insufficient reason criteria | | | |6.2 |Expected Value Criterion, EVPI |1 | | |6.3 |Decision Making Under Uncertainty -- Maximax, Maximin, and |1 | | | |Minimax Regret Criteria | | | |6.4 |Expected Value Criterion, EVPI |2 | | |6.5 |Bayesian Probability Revision, EVSI |4 | | |6.6 |Expected Value and Expected Utility Criteria |4 | | |6.7 |Utility, Expected...
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