DMBA215 OPERATION MANAGEMENT

Description

SESSION	JAN-FEB 2026
PROGRAM	MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER	II
COURSE CODE & NAME	DMBA215  OPERATIONS MANAGEMENT

 

 

Assignment Set – 1

 

Q.1. Explain in detail various trends in Operations Management. (10 Marks)

Ans 1.

Operations Management (OM) It is the practice of designing and implementing and controlling the processes that transform inputs into goods and services. The field has radically changed through the years, and continues being shaped by technology socio-economic, political, and cultural forces. Several major trends are currently informing the fundamentals of Operations Management practice.

Industry 4.0 and Digital Transformation

The combination of cyber-

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Q.2. Discuss Operations Strategy and Competitive Advantage with an example. (10 Marks)

Ans 2.

Operations strategy is the long-term strategy that defines how the operational function is to deploy the resources, capacities, and methods to aid in the organization’s strategic plan for competition and ensure that it has a sustainable competitive advantage in its chosen areas of business. It connects the organization’s top-level strategic intent to compete and its day-to-day operational choices that collectively determine whether that strategy is actually realized. An effective operations strategy makes sure that each operational choice regarding designing processes, investing in technology and workforce capabilities, as well as supplier connections,

 

 

Q.3. Compare and contrast Qualitative Methods (Delphi/Market Research) with Quantitative Econometric Models. When would a manager prioritize ARIMA over Moving Average, and how does this choice influence Capacity and Facility Design? (10 Marks)

Ans 3.

Qualitative vs Quantitative Forecasting Methods

Qualitative forecasting methods rely on experts’ judgment, structured opinion gathering and market intelligence, rather than modeling mathematically derived from the past information. A method called Delphi Method iteratively surveys a panel of experts, sharing anonymised responses after every round, until the panel achieves a consensus. It is particularly valuable for

 

 

Assignment Set – 2

 

Q.4. Critically analyse the Factors Influencing Location Strategy Decisions. Beyond quantitative metrics, explain the importance of Intangible Factors in the Factor-Rating Method. Why might a firm choose a higher-cost location over a lower-cost alternative for long-term strategic positioning? (10 Marks)

Ans 4.

The location strategy is among the most critical and irreversible choices in operations management. When a new facility is established that company is bound to its cost structure, the labour marketplace, infrastructure accessibility, and the regulatory framework of that location for years or decades. The elements that influence location choices are a mix of operational, quantitative as well as strategic aspects.

Quantitative Factors in

 

Q.5. Explore the theoretical synergy between JIT manufacturing and TQM. Why is a JIT system considered fragile without high Process Capability? How does Lean Six Sigma bridge minimizing inventory and ensuring process control? (10 Marks)

Ans 5.

In the context of just-in time (JIT) manufacturing as well as Total Quality Management (TQM) are two of the most influential operational philosophical theories that were developed in the second half of the 20th century. While they originated as distinct concepts, their theory and practical interdependence makes them most

 

 

 

Q.6. Analyse the trade-offs between Level Strategy and Chase Strategy in Aggregate Planning. How does the choice affect Operations Scheduling in service organisations (hospital/airline) compared to manufacturing? (10 Marks)

Ans 6.

Aggregate planning is the medium-term approach to match an organisation’s capacity for production to anticipated need over a planned horizon of typically three to eighteen months. Two key strategies govern how organizations respond to changes in demand such as it is the Level Strategy and the Chase Strategy and each one has various trade-offs.

Level Strategy

As part of the Level Strategy, the organisation will maintain the same production rate and level of workforce, regardless of variations in demand. When demand is lower than production capacity