Management 2022 Paper II 50 marks Calculate

Q3

(a) (i) List the strategic objectives of aggregate planning. 5 (ii) Describe the chase and level strategies for aggregate planning. Which one of these should be preferred? 5 (iii) How does aggregate planning in service differ from aggregate planning in manufacturing? 5 (b) (i) What is 'time and motion study'? 4 (ii) Define the terms 'work study' and 'method study'. 5 (iii) Describe the steps involved in work study and method study. 6 (c) (i) Mention the characteristics of control charts. 4 (ii) What is P-chart? 4 (iii) The following are the inspection results of 10 lots, each lot having 300 pieces. The number of defective pieces in each lot is 25, 30, 35, 40, 45, 35, 40, 30, 20 and 50 : Calculate the average fraction defective and three sigma limits for P-chart, and state whether the process is in control. 12

हिंदी में प्रश्न पढ़ें

(क) (i) संकलित (एग्रीगेट) योजना के रणनीतिक उद्देश्यों को सूचीबद्ध कीजिए। (ii) संकलित योजना के लिए आउटे (चेस) एवं स्तर रणनीतियों का वर्णन कीजिए। इनमें से किसे अधिक पसन्द किया जाना चाहिए? (iii) सेवा के लिए संकलित योजना विनिर्माण के लिए संकलित योजना से कैसे भिन्न होती है? (ख) (i) 'समय एवं गति अध्ययन' क्या होता है? (ii) 'कार्य अध्ययन' एवं 'विधि अध्ययन' पदों को परिभाषित कीजिए। (iii) उन चरणों का वर्णन कीजिए जो कार्य अध्ययन एवं विधि अध्ययन में संलिखित हैं। (ग) (i) नियंत्रण चार्टों की विशेषताओं का उल्लेख कीजिए। (ii) P-चार्ट क्या होता है? (iii) 10 समूहों (लॉट), प्रत्येक समूह में 300 मदें हैं, के निरीक्षण परिणाम निम्नलिखित हैं। प्रत्येक समूह में त्रुटिपूर्ण मदों की संख्या 25, 30, 35, 40, 45, 35, 40, 30, 20 एवं 50 है : P-चार्ट हेतु एवरेज फ्रैक्शन डिफेक्टिव एवं त्री सिग्मा लिमिट की गणना कीजिए और स्पष्ट कीजिए कि क्या प्रक्रिया नियंत्रण में है।

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Directive word: Calculate

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How this answer will be evaluated

Approach

This multi-part question requires descriptive responses for (a)(i)-(iii), (b)(i)-(iii), and (c)(i)-(ii), with a critical numerical calculation for (c)(iii). Allocate approximately 35% time/words to part (a) on aggregate planning (15 marks), 30% to part (b) on work study (14 marks), and 35% to part (c) on quality control including the P-chart calculation (21 marks). Structure with clear sub-headings for each part, present calculations stepwise for (c)(iii), and conclude with a brief synthesis on operations management's role in competitive advantage.

Key points expected

  • Strategic objectives of aggregate planning: minimize costs, maximize utilization, meet demand, stabilize workforce, reduce inventory investment
  • Chase strategy (adjust workforce to match demand) vs Level strategy (constant production rate with inventory buffer); preference depends on context
  • Service vs manufacturing aggregate planning: intangibility, perishability, demand variability, labor intensity, no inventory buffering in services
  • Time and motion study: systematic observation, measurement, and analysis of work methods to eliminate waste and set time standards
  • Work study (systematic examination of work) vs method study (systematic recording/critical analysis of existing/proposed methods)
  • Steps in work study: select, record, examine, develop, define, install, maintain; method study follows similar systematic approach
  • Control chart characteristics: center line, upper/lower control limits, time-ordered data, statistical basis, process monitoring
  • P-chart for fraction defective: calculation of p̄ = Σdefectives/Σsampled, UCL/LCL = p̄ ± 3√[p̄(1-p̄)/n], process control determination
  • Numerical solution for (c)(iii): p̄ = 0.1167, UCL ≈ 0.172, LCL ≈ 0.061, with conclusion on process control status

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Concept correctness25%12.5Precise definitions for all technical terms across (a)-(c); accurate distinction between chase/level strategies with clear preference rationale; correct identification of service-manufacturing differences; flawless P-chart calculation with proper formula application and correct arithmeticGenerally correct definitions with minor inaccuracies; basic understanding of strategies without nuanced preference; superficial service-manufacturing comparison; calculation errors in P-chart but correct methodologyIncorrect or missing definitions; confused strategies; no meaningful service-manufacturing distinction; wrong formulas or missing calculation steps in (c)(iii)
Framework citation15%7.5Cites Taylor for time-motion study, Gilbreth for method study, Shewhart/Deming for control charts; references specific aggregate planning models (e.g., linear programming, transportation method) where relevantMentions founding figures without elaboration; generic reference to 'quality gurus' or 'scientific management'; no specific model citationsNo attribution to pioneers; anachronistic or incorrect attributions; complete absence of theoretical grounding
Case / Indian example15%7.5Illustrates aggregate planning with Indian context (e.g., seasonal agricultural processing, festival demand in FMCG); cites Indian Railways/Metro work study applications; references ISI standards or Indian manufacturing quality initiatives (e.g., TQM in Tata, Maruti)Generic examples without Indian specificity; mentions 'Indian industry' without concrete cases; Western examples onlyNo examples; irrelevant or fabricated Indian cases; examples that confuse concepts
Multi-perspective analysis20%10For (a)(ii), evaluates chase vs level across cost, flexibility, employee morale, and customer service dimensions; for service-manufacturing, analyzes multiple operational characteristics simultaneously; for (c)(iii), interprets control limits in context of Type I/II errors and managerial implicationsBinary preference without trade-off analysis; lists differences without integrating perspectives; mechanical calculation without interpretationSingle-factor decision making; no comparative analysis; calculation without any interpretation of process control implications
Conclusion & recommendation25%12.5Clear verdict on process control status in (c)(iii) with specific out-of-control points identified if any; synthesizes how aggregate planning, work study, and SQC integrate for operational excellence; offers contextual recommendation on strategy preferenceCorrect but unelaborated process control conclusion; missing synthesis across parts; generic concluding statementWrong conclusion on process control; no conclusion; contradictory statements across sub-parts; missing (c)(iii) conclusion entirely

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