Page 1 of 2
Seat No.: Enrolment
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA SEMESTER EXAMINATION WINTER 2018
Subject Code: 3539292 Date:06/12/2018
Subject Name: Designing of Operations System
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.1 Explain following terms in brief:
Work Sampling
Job Design work measurement
Ergonomics
Cellular layout
Service Blue printing and Fail Safing
Service Encounters
Business Process Re-engineering
14
Q.2 Define Process Analysis. Discuss Various types of Processes. 07
Discuss Behavioral consideration in designing of Job for Sales
Executive.
07
OR
Discuss Work measurement Standards utilized for supervisor in
Car Manufacturing.
07
Q.3 Discuss Manufacturing process for wedding ring. 07
Discuss the importance of Hybrid Manufacturing Process in
present competitive market.
07
OR
Q.3 Discuss Manufacturing process for Juicer mixer Grinder. 07
"To decide about manufacturing process in restaurant is demand
analysis and experience." Discuss.
07
Q.4 Discuss the steps of service delivery system in detail. 07
Discuss the point to take care in single step of services and
multi step services.
07
OR
Q.4 Explain the utility of three service design approach. 07
Discuss how to manage customer introduce variability with any
service example.
07
Page 2 of 2
Q.5
PRODUCTIVITY GAINS AT WHIRLPOOL
Workers and management at Whirlpool Appliance's Benton Harbor plant in
Michigan have set an example of how to achieve productivity gains, which has
benefited not only the company and its stockholders, but also Whirlpool customers,
and the workers themselves.
Things weren't always rosy at the plant. Productivity and quality weren't good.
Neither were labor-management relations. Workers hid defective parts so
management wouldn't find them, and when machines broke down, workers would
simply sit down until sooner or later someone came to fix it. All that changed in the
late 1980s. Faced with the possibility that the plant would be shut down,
management and labor worked together to find a way to keep the plant open. The
way was to increase productivity-producing more without using more resources.
Interestingly, the improvement in productivity didn't come by spending money on
fancy machines. Rather, it was accomplished by placing more emphasis on quality.
That was a shift from the old way, which emphasized volume, often at the expense
of quality. To motivate workers, the company agreed to gain sharing, a plan that
rewarded workers by increasing their pay for productivity increases.
The company overhauled the manufacturing process, and taught its workers how to
improve quality. As quality improved, productivity went up because more of the
output was good, and costs went down because of fewer defective parts that had to
be scrapped or reworked. Costs of inventory also decreased, because fewer spare
parts were needed to replace defective output, both at the factory and for warranty
repairs. And workers have been able to see the connection between their efforts to
improve quality and productivity.
Not only was Whirlpool able to use the productivity gains to increase workers' pay,
it was also able to hold that lid on price increases and to funnel some of the savings
into research.
(Source: Based on "A Whirlpool Factory Raises Productivity-And Pay of Workers" by Rick
Wartzman, from The Wall Street journal, 1992.)
CASE STUDY:
Who has benefited from the productivity gains? 07
What were the two key things that Whirlpool management did to
achieve productivity gains?
07
OR
Q.5 How are productivity and quality related? 07

How can a company afford to pay it workers for productivity
gains?
07