IPS Academy

Institute of Business Management & Research

Indore (M.P.)

“Internal Exam Assignment: March 2024”

Class MBA II sem (FT)
Sec.: F
Computer Code: 65281
Roll No: 52
Date: 16/03/24
Subject- Operation Managment

Submitted By Submitted To
Name: Samearth Khatri Faculty: Dr. Ankit Laddha
Q.1Discuss the process of technology Selection?
Title: Technology Research: Guide to Technology Selection

Introduction:

In today's business environment, technology selection Management is an important

task for organizations aiming to survive. Increase competition, increase efficiency a
nd encourage innovation. The technology selection process involves optimization in
volving all levels of business analysis required to make an informed decision. This c
omprehensive guide explores the complexities of the technology selection process, hig
hlighting key requirements, processes, and best practices organizations can use to ma
ke technology, technology, and value choices.

1. Understanding business needs and objectives:

The technology selection process begins with a deep understanding of the organization
's business needs and objectives. This involves working with key stakeholders to identi
fy pain points, challenges, and improvement opportunities. By aligning technology d
ecisions with overall business goals, organizations have created a foundation for strat
egic and strategic choices.

2. Conduct a Technology Needs Analysis:

After identifying business needs, the organization performs a Technology Needs An

alysis to determine control of specific needs. This involves evaluating current system
s, processes and operations, specifically to identify areas where technology can help i
mprove efficiency, innovate or solve problems. Technology should be considered a
s the basis for determining the performance and features required for the selected mac
hines.

3. Develop a selection process:

A clear and robust selection process is crucial for evaluating technology. Selection crit
eria should be based on the organization's goals and may include cost, scalability, integ
ration capabilities, security, user-friendliness, vendor reputation, and support services.
The selection process clearly serves as a guiding principle throughout the evaluation
process.

4. Research Research:

Organizations must conduct extensive research to determine the technology that best
meets their needs. This includes understanding business processes, evaluating busi
ness models, and working with technology vendors. Design solutions and new techno
logies should be considered to ensure a good understanding of the options available.
5. Request for Quotation (RFP) or Request for Information (RFI):

Organizations can use the Request for Quotation (RFP) or Request for Information (
RFI) Form to gather detailed information from vendors. documents. This docume
nt outlines the organization's policies, options, and expectations, allowing vendors to
provide detailed advice or information about their solutions. An RFP or RFI allows or
ganizations to gather information to make informed decisions.

6. Do seller demonstration and proof of concept:

Short sellers may be invited to demonstrate or submit Proof of Ownership Eight (P

oC) to show their technology in action. This functionality allows stakeholders to eval
uate usability, functionality, and compatibility with existing systems. Vendor demonstr
ations and PoCs provide insight into how the technology aligns with enterprise needs
and user expectations.

7. See Total Cost of Ownership (TCO):

A comprehensive analysis of Total Cost of Ownership (TCO) is critical to making the

right business decisions. TCO considerations go beyond the initial purchase cost and
include costs associated with implementation, training, ongoing maintenance, and pot
ential upgrades. Organizations need to conduct a comprehensive TCO analysis to ens
ure the chosen technology meets budget constraints and provides long-term value.

8. Consider interoperability:

Integration is important to ensure that the selected device works well with the syste
ms already in the organization. Considering these resources early in the selection pro
cess can help prevent implementation and support technology integration. A good te
chnology environment increases the efficiency and information flow of different bu
sinesses.

9. Security and Compliance:

Security is crucial in the digital age and organizations need to prioritize stringent secur
ity standards and compliance with Technology. It is important to thoroughly evaluat
e security technology, data protection procedures and compliance with labor laws. T
his ensures that the chosen tool is more effective without compromising the overall s
ecurity of the organization.

10. Involve stakeholders in decision-making:

Stakeholder engagement is key to ensuring buy-in, aligning with the organization's

purpose, and creating a sense of ownership. Key stakeholders, including senior mana
gement, department heads, and end users, should be involved in the technology selecti
on process. Their ideas, suggestions, and concerns lead to collaborative decision-
making.

11. Final decision:

The final decision involves gathering all information and following the selection pro
cess with the design, taking into account participants' input. A decision-making co
mmittee or leadership team may be required to weigh the pros and cons of each option
and select the technology that best meets the organization's needs and goals. The decisi
on-making process should be transparent, well-informed and based on a comprehensi
ve analysis of all relevant factors.

12. Planning and Scheduling:

After selecting the machine, the organization needs a strong plan. The plan should a
ddress important issues such as system configuration, data transfer, user training, and
change management strategies. Proper planning enables the transition to new technol
ogies and minimizes disruptions to ongoing operations.

13. Continuous maintenance and development:

The machine selection process does not end with implementation; Organizations sho
uld regularly monitor the technology's performance, document user feedback, and ev
aluate its impact on business objectives. This continuous evaluation allows organizati
ons to make necessary changes, implement new innovations, and ensure that the techn
ology continues to meet the needs of the organization.

Of course:

The machine selection process is a complex and multifaceted process. By following t

he right approach, organizations can confidently navigate the technology landscape a
nd ensure chosen technologies are aligned with business goals. Integration of mode
rn management principles such as clear selection criteria, stakeholder involvement an
d a focus on total shareholder value leads to decisions that make the organization su
ccessful and stimulate innovation. As technology continues to evolve, organizations th
at master the art of choosing technology will remain agile, competitive, and prepared f
or future growth.
Q.2 Explain the term motion Study in detail?
Operations Research: Improving Performance Through Operations Research

Introduction:

Operations Research is the study of business and the study of business that improv
es business, reduces mobility and increases productivity. Introduced by Frederick Wi
nslow Taylor and further developed by Frank B. and Lillian M. Gilbreth, movement st
udy focuses on analyzing human movement to identify and eliminate movement diso
rders, good or bad. This comprehensive survey examines the foundations, principles
, methods and practices of the research movement in depth, revealing its impact ac
ross industries and its long-term impact on production.

History of Sports Research:

1. Frederick Winslow Taylor:

- Management Science: Frederick Taylor was a pioneer in management science and
laid the foundation for movement studies in the early 20th century. Its goal is to use s
cientific methods to improve operations and increase efficiency.
- Time and Science: Taylor studied time and motion to describe and model the work
. This research involves breaking down tasks into actions, determining the best way
to do tasks, and creating strategic plans.

2. Frank and Lillian Gilbreth:

- Expansion of Movement Research: Building on Taylor's work, Frank and Lillian Gil
breth and human factors expanded movement research. Their contributions focus on
reducing unnecessary movements and improving ergonomics in the workplace.
- Therbligs: Gilbreths introduces the concept of "therbligs", which are important tas
ks or details of work. These include movements such as reaching, grasping, carryin
g and releasing. Analysis and optimization become an important aspect of kinesiol
ogy.

Content of the research:

1. Remove unnecessary movements:

- The main purpose of motion detection is to eliminate unwanted and unnecessary m
ovements. By analyzing business activities, organizations can increase efficiency an
d reduce production costs by identifying regular activities and quality work.

2. Standardization of working method:

- Movement research on the establishment of working methods. This involves deter
mining the most efficient way to perform a task and establishing appropriate proced
ures to minimize variability. Standardization helps achieve consistency, predictabili
ty and efficiency.
3. Human Ergonomics:
- Understanding human movement and ergonomics is very important for movement
studies. Organizations that optimize the way people work, including factors such a
s behavior and mobility, can increase employee comfort, reduce fatigue energy and i
mprove overall health.

4. Integration of technology:
- Examination of construction with the advancement of technology. Integration of
technologies such as real-time and capture devices allows for more comprehensive a
nd detailed analysis. Video recorders, sensors and computer software help better und
erstand operations.

5. Continuous Improvement:
- Sports research is based on the principle of continuous improvement. By regularly
reviewing and improving business processes, organizations can adapt to changing con
ditions, adopt new technologies, and seek to improve performance regularly and eff
iciently.

Motion Study:

1. Time and Motion Study:

- Evaluation of Performance:Time and Motion Study Work involves breaking tasks
into simple parts tasks, determining the time required for each task and establishing
a time frame for completing a particular task.
- Stopwatch Time Study: This method involves using a stopwatch to record the time s
pent on each part of the job. The cumulative duration of each item gives the total tim
e required for the task.

2. Therblig Analysis:
- Introduction and Classification of Therbligs:Gilbreths introduced the concept of the
rblig to classify movement. Actions range from simple actions like "up" and "grab"
to more complex actions like "find" and "select." Analyzing these problems can help
identify and eliminate unnecessary work.

3. Job Sampling:
- Random Observation:Job sampling consists of random observation of employees
' activities at predetermined times. This method provides an overview of all work tas
ks, providing an estimate of the time spent on different tasks.

4. Predetermined Sports Timing System (PMTS):

- Standard Profiles and Timing System:PMTS includes the use of timing and sched
uling for various sports. Standard information helps estimate the time required for sp
ecific tasks and simplifies the review process.
5. Simulation and Modeling:
- Computer-Based Modeling:As technology advances, organizations use computer-
based simulation and modeling to analyze and optimize performance. Virtual simulati
ons can test different scenarios, identify conflicts and improve overall performance.

Implementation of the research proposal:

1. Manufacturing:
- Assembly line optimization: Motion studies are widely used in manufacturing to op
timize assembly line processes. By reducing unnecessary movements and processes,
organizations can achieve better productivity and improve product quality.

2. Healthcare Business:
- * Improving Hospital Performance: * In healthcare, operations research is used t
o improve home medical work. Analyzing the work of healthcare professionals such
as nurses and doctors can help identify opportunities to increase efficiency, reduce p
atient wait times, and improve overall care.

3. Office environment:
- Simplification of office process: Motion research standards are used in the office e
nvironment to simplify process management. By analyzing tasks such as data proces
sing, data access, and communication, organizations can increase efficiency and redu
ce the likelihood of errors.

4. Retail Marketing:
- Inventory Management and Promotion Processes: Use market research to optimize
inventory management products and payment process

. Product efficiency, configuration and process analysis ensure customer satisfactio

n and efficiency.

5. Business Development:
- Manufacturing Development: Business development uses research to evaluate a
nd improve the production environment. Optimizing personnel, materials and equ
ipment ensures timely and cost-effective completion.

Challenges and Decisions:

1. Resistance to change:
- Initiating change as the research movement will encounter resistance from emplo
yees who are accustomed to the current way of working. Effective communication, tr
aining, and employee involvement in the improvement process are critical to success.

2. Technology Integration Challenges:

- Integrating new technologies for kinesiology can present challenges around cost, t
raining, and social interaction with existing systems. Organizations should carefully c
onsider the feasibility and benefits of using new technologies.
3. Complexity of human movement:

Analysis and optimization of human movement can be difficult due to individual pref
erences, physical abilities, and job differences. Movement researchers need to consi
der differences between workers and design processes to accommodate these differe
nces.
4. Follow the model:

Achieving and controlling the business process requires constant effort. Regular revi
ews, updates and feedback are required to adapt to changes and ensure continuous i
mprovement in performance.
Good:

Fundamental research in management science has been translated into advanced

methods to increase efficiency and productivity in various sectors. Copy. The aim is
to detect and improve human mobility, eliminate unnecessary movements and wo
rk based on the principles of continuous improvement and good work. As organizatio
ns embrace technology, kinesiology continues to play a key role in creating jobs, redu
cing costs and fostering a culture of action. By applying the principles and methods of
mobility research, organizations can embark on a journey of continuous improvemen
t, ensuring their operations remain resilient, adapt flexibly, and adapt to the changin
g needs of today's workplace.
0.3 Why is scheduling and production Control an important aspect of System? a
production?
Planning and production management: the pillars of high-performance equipment

Introduction:

In today's dynamic environment, production history, planning and production m

anagement are indispensable foundations. Optimize efficiency, resource allocation
and ensure on-time delivery. These elements are widely used and play an important
role in organizing and managing the complex processes involved in manufacturing.
This comprehensive research highlights the importance of planning and production
management, demonstrating their importance in manufacturing and general busines
s.

1. Key points:

1.1 Planning:
Scheduling is the process of determining the time and sequence of operations in a prod
uction system. It involves allocating resources, including machinery, labor, and materia
ls, to specific tasks and activities within a specified time period. The scheduler work
s to ensure that production processes are organized, synchronized and aligned with all
business objectives.

1.2 Production Control:

Production control consists of various activities designed to control and control prod
uction. Standardize the execution of production plans. It involves instantly monitorin
g and adjusting operations to resolve differences, improve resource utilization, and en
sure operational efficiency. Production management operates as a dynamic force th
at adapts to change to ensure production stays on track.

2. Important in the production process:

2.1 Increasing efficiency:

Planning and production management lead to good results in all production operati
ons. By carefully tracking the job and optimizing resource allocation, this process c
an reduce downtime, reduce bottlenecks, and speed up the production process. This i
ncreases resource efficiency and cost effectiveness.

2.2 On-time delivery and customer satisfaction:

On-time delivery is an important aspect of customer satisfaction and maintains a co
mpetitive advantage in the market. Planning ensures that the production process is ex
ecuted according to the delivery schedule to avoid delays and ensure that the produ
ct reaches the customer on time. Responding to customer needs can improve reputa
tion and foster long-term relationships.
2.3 Inventory Management:
Effective planning and production management helps in managing inventory effecti
vely. By synchronizing production with demand forecast and sales orders, organizatio
ns can prevent overstocking or out-of-stocks. This good inventory management can
help you save costs, as keeping too much inventory increases carrying cost and can
lead to no time to sell the inventory.

2.4 Efficiency Improvement:

Planning to optimize the use of resources such as labor, machinery and equipment. It
enables decisions to be made regarding the allocation of resources according to pro
duction priorities and changing needs. Optimizing resources in this way not only inc
reases operational efficiency but also helps with cost control and sustainability.

2.5 Adapting to change:

The production environment is dynamic and constantly changing due to factors su
ch as market copy needs, related products and technological developments. Plannin
g and production management provide the flexibility needed to respond effectively to
changes. Climate change can enable production systems to remain agile and resilie
nt by adapting to unpredictable conditions.

3. Basic Components of Planning and Production Management:

3.1 Master Production Schedule (MPS):

MPS is the basis of planning and production management. It shows the production sc
hedule, indicating how much of each product will be produced and when. MPS play
s a key role in resource allocation, ensuring production meets overall business objecti
ves.

3.2 Material Planning (MRP):

MRP is an important tool used to control production to help control the purchase an
d availability of equipment. By analyzing the bill of materials (BOM) and incorporati
ng the work schedule, MRP ensures that required raw materials and products are av
ailable when needed and prevents delays and interruptions in the production proces
s.

3.3 Capacity Planning:

Capability planning involves analyzing the organization's production capacity and im
plementing the requirements specified in the production plan. It ensures that product
ion systems can perform planned tasks and prevent over- or under-utilization of res
ources.

3.4 Shop floor control:

Shop floor control is the real time of production control. It involves monitoring produ
cts on the shop floor, resolving deviations from plan, and optimizing resource allocati
on. The production department ensures that the product stays on track and that nec
essary adjustments are made in a timely manner to maintain quality.

4. Technology Integration:

4.1 Manufacturing Execution Systems (MES):

Advances in technology have progressed to Manufacturing Execution Systems that i
ntegrate with planning and production management. MES provides real-time inform
ation about workshop activities, facilitates communication between different produc
tion stages and supports optimization-related decision-making.

4.2 Industrial Internet of Things (IIoT):

The Internet of Things involves the integration of smart devices and sensors into pro
duction. This tool provides real-time information about equipment performance, en
ergy consumption and productivity metrics. This information can be used for plan
ning and production management to make better decisions and provide preventive
maintenance.

4.3 Artificial Intelligence (AI) and Machine Learning (ML):

AI machine learning algorithms analyze big data to identify patterns, improve sched
uling, and estimate estimated time can. production results. These technologies enabl
e better forecasting of demand, better decision making, and identification of operati
onal efficiency opportunities.

5. Challenges and Disadvantages:

5.1 Hard work:

Manufacturing can be a tough job, involving many processes, linked products and
disparate products. This complexity creates challenges in creating and managing pro
grams. Advanced planning and scheduling (APS) software can help meet this challeng
e by providing advanced algorithms to optimize production conditions.

5.2 Changes in demand:

Changes in business needs can cause production planning problems. To mitigate this
, organizations can use a demand-driven approach and use a work schedule that can b
e adjusted based on the demand pattern.

5.3 Communication and coordination:

Effective communication and coordination are essential for success and management
. Control production. Poor communication or slow flow of information can cause co
nfusion. Using collaborative technologies and developing a culture of open communic
ation can help solve this problem.

5.4 Rapid technological change:

The rapid development of technology causes difficulties in treatment reform and ad
aptation. Organizations need to invest in technology that provides resilience and flexi
bility to adapt to future developments.
6. Case Study:
6.1 Toyota Production System (TPS):
Toyota's famous production system demonstrates the effectiveness of planning and p
roduction management. By emphasizing just-in-time production, reducing inventory,
and allowing workers to stop production when problems arise, TPS has become stan
dard and useful for manufacturing.

6.2 Amazon Fulfillment Centers:

Amazon's e-commerce business relies heavily on planning and production managem
ent at its fulfillment centers. Advanced robotics, AI-powered algorithms, and real-time
monitoring allow Amazon to manage large inventory and fulfill customer orders with
precision and accuracy.

7. Future trends and opportunities:

7.1 Integration of advanced analytics:
Integration of advanced analytics (e.g. predictive analytics and screening) will beco
me more common. These analytical tools can provide insight into future needs, produ
ction bottlenecks, and operational improvements.

7.2 Sustainable Production Practices:

Scheduling and production management will play an important role in promoting su
stainable production. Organizations can contribute to protecting the environment b
y optimizing resource use, reducing waste and using environmentally friendly pro
duction methods.

7.3 Improving human-machine collaboration:

As automation and robotics become more prevalent, there will be greater impact on i
mproving collaboration between humans and machines. Planning and production m
anagement must be adapted and optimized for the interaction between people and
advanced technology.

8. Summary:
In summary, planning and production control are important in production systems;
It affects performance, customer satisfaction and business copy. Rooted in fundam
entals and adapted to technology, these systems provide organizations with the tools t
o tackle the complexities of today's production environment. As the manufacturing e
nvironment evolves, organizations that invest in planning and production manageme
nt can not only meet current challenges but also recognize future opportunities, achiev
ing sustainable growth and competitiveness in the global market.
04Explain the historical development of quality Concept. Also, write the various
phases of quality activity?
## History of the Development of Good Content

Introduction:

The history of the development of good content has evolved over the centuries as infl
uential people, business changes, and changing perceptions of concepts. , methods
and standards. This research traces the historical development of the concept of excell
ence, highlighting important concepts and useful visuals.

1. Craftsmen and Guilds (Middle Ages):

In the Middle Ages, craftsmen and guilds formed the basis of early order. Craftsmen
take pride in their work and guilds set standards to ensure quality products. Internshi
ps facilitate skills transfer and highlight the importance of training in quality control
.

2. Industrial Revolution (18th-19th Centuries):

The Industrial Revolution marked a major change in the production process. Mass p
roduction is over, but the importance of craftsmanship is slowly disappearing. The fo
cus is shifting to quantity and performance, sometimes at the expense of quality. Thi
s time we saw that a good competition was starting and a good road was needed.

3. Age of Science (End of 19th Century):

As production processes became more complex, the need for quality control also emer
ged. The inspection period uses inspection based on the detection of damaged good
s. This reactive approach focuses on finding defects after production but does not addr
ess the cause.

4. Statistical Quality Control (Early 20th Century):

20. The emergence of statistical methods in the early century marked an important er
a in quality control. Scientists such as Walter Shewhart developed charts to track and
control changes in production. This best practice has formed the basis of quality con
trol today.

5. Total Quality Management (TQM) (Mid-20th Century):

20. The mid-century saw the evolution of Total Quality Management (TQM). Influent
ial individuals such as W. Edwards Deming and Joseph M. Juran emphasized ways to
be effective including all levels of the organization. Deming's 14 principles and Juran
's Quality Trilogy contributed to the establishment of Total Quality Management pri
nciples.

6. Quality Standards and Certification (Post World War II):

The period after World War II saw the development of quality standards worldwide.
The International Organization for Standardization (ISO) was established in 1947 and
the ISO 9000 standard was introduced in the 1980s. These standards form the basis o
f quality control and assurance.

7. Lean and Six Sigma (late 20th century):

20. At the end of the century, Lean and Six Sigma methods gained popularity. Toyota
's success with production models that emphasize reducing waste has impacted the
global economy. Developed by Motorola and popularized by companies such as Gene
ral Electric, Six Sigma focuses on reduction and flexibility.

8. Quality in the Digital Age (21st Century):

21. The century brings new challenges and opportunities for quality management. Dig
ital technology, data analytics and business 4.0 concepts lead to real-time monitoring,
predictive maintenance and better management. The importance of customer focus
and continuous improvement is at the core of good practices today.

---

good activity levels

1. Auditing (early 20th century):

- Focus: Finding and correcting post-production errors.

- Features:Passive approach, limited protection according to last analysis.

2. Quality Control (1930s-1940s):

- Focus: Statistical techniques used to monitor and control process changes.

- Sources: Walter Shewhart's control charts that emphasize understanding and impro
ving processes.

3. Total Quality Management (TQM) (1950s-1980s):

- Focus: An approach that covers all levels \of the organization.

- Contents: W. Edwards Deming's 14 Points, Joseph M. Juran's Quality Trilogy.
- Key words: Continuous improvement, employee participation, customer focus.

4. Quality standards and certifications (1980s to present):

- Focus: Establish international standards for quality control.
- Service: ISO 9000 series, certification process organization.

5. Lean Manufacturing (1980s-present):

- Focus:Reduce waste, increase efficiency and optimize processes.

- Principles: Toyota Production System (TPS) principles regarding the value strea
m.

6. Six Sigma (1980s-present):

- Focus: Reduce defects and changes in processes.

- Methodology: DMAIC (Define, Assess, Evaluate, Improve,
- Service:Popular with companies like General Electric.

7. Industry 4.0 and Digital Quality (21st Century):

- Focus: Integrated technologies for time monitoring and optimization.

- Technology: Internet of Things ) things), data analysis, artificial intelligence.
- Advantages: Make tracking predictions, improve data-driven decision making.

8. Customer satisfaction (21st century) :

- Focus:Provide guests with a pleasant working environment.

- Policy: Understand customer needs, collect feedback and constantly update.
- Tools: Customer satisfaction survey, feedback loop, social monitoring.

9. Sustainability and Environmental Quality (21st Century):

- Focus: Integrating environmental considerations into good practices.

- Principles: Sustainable production, reduced environmental impact, social particip
ation.

10. Continuous improvement (all processes):

- Concept: The concept of Kaizen refers to continuous improvement.

- Application: Can be used at all levels to promote a culture of continuous improve
ment.

---

Conclusion:

The historical development of the concept of excellence shows the way to the best an
d customer satisfaction. From the manufacturing process to total quality control, Le
an, Six Sigma and the digital age, every stage leads to good results and processes. To
day, quality is not about preventing defects, but about the integration of technology,
sustainability and a deep understanding of customer needs. As organizations advance
in the global environment, strategic ideas continue to evolve, ensuring businesses re
main flexible, customer-focused and committed to continuous improvement.