Question 1

(a)   Compare and evaluate the similarities and differences between the theory of constraints and

assembly line balancing (resource balancing). 10 marks

(b)   The processing times and due dates for 6 jobs waiting to be processed are shown below. As

operations manager you need to know what sequence of jobs will best meet targets for the dependency factor (in terms of the performance objectives).

Use the First-in-First-out, Due Date and Shortest Operating Time approaches to calculate the ‘average days late’, and thereby suggest the approach that will yield the best option to meet dependency factor targets.

Question 2

(a)   The following tasks are to be assigned to work stations with the intention of minimising idle time.

Precedence relationships are shown. Management has designated an output of 500 units per day. Assume 420 minutes are available each day.

1.   Construct a precedence diagram for the tasks. 5 marks

2.   Calculate the cycle time. 2 marks

3.   Using the cycle time calculated in 2, balance the line. 9 marks

There  are  two  heuristic  (assignment)  rules. The  primary  rule  is  to prioritise the selection of tasks according to the “largest number of following tasks”: count the number of following tasks and choose the task with the largest number of following tasks. Where there is a tie, apply the secondary rule “choose the longest operating time” . If there is again a tie (with equal operating times), then select a task arbitrarily.

4.   Indicate  clearly  which  tasks  are  to  be  grouped  together  in  the appropriate number of work stations. 2 marks

5.   Comment on the efficiency of the line and suggest how efficiency could be improved. 2 marks

20 marks

(b)   Discuss the variables that should be considered when undertaking a capacity planning exercise

for determining the number of checkouts required in a supermarket. 5 marks

Section B – answer at least ONE (1) question from Section B

Question 3

Evaluate Lean versus Agile supply networks. Use illustrations to support your answer. 25 marks

Question 4

The  Hayes and Wheelwright four stage model seeks to evaluate the role and contribution of the operations function in an organisation. Analyse the attributes that characterise each stage and explain how a strategy for progression to Stage 4 aligns (or hinders) achievement of desired positioning in relation to the operations strategy and performance objectives that an organisation may set for its operations. You should provide examples to illustrate your answer. 25 marks

Question 5

Despite evidence from many surveys that TQM has not been particularly successful, the relentless drive to implement quality programmes continues. Why has TQM not achieved what its proponents claimed it would deliver and in particular its inability to address the contradictions caused by the paradox of conformance and empowerment, and what options are available to those who see quality as an essential component to a competitive strategy? Provide answers to enhance your answer. 25 marks

Question 6

Using  appropriate  operations  management  theory  and  examples,  identify  the  components  in  a platform ecosystem, and evaluate the merits and operational implications of a platform business. Your answer should pay specific attention to the roles of platforms in artificial intelligence, robotics and Industry 4.0. 25 marks

Question 7

All operations are similar in that they transform input resources into outputs, but they differ in a number of ways. The 4Vs are one way of differentiating between operations. Analyse the implications of each V for operations managers, explaining how operations should react to high or low scores for each V in the context of the transient behaviour of order qualifying and order winners factors. You should use examples to illustrate your answer. 25 marks