ISMS EXAM ANSWER SHEETS PROVIDED. ISBM MBA
EMBA BMS DMS ANSWERS PROVIDED. DR.
PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521
EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Master Program in
Business Administration (MBA)
Note :- Solve any 4
case study
All case carries equal marks
CASE I
A
DIAMOND PERSONALITY
Ask
Suraj bhai about the dot-com burst and he may grin at you as if to say, ``What
burst?’’ Suraj bhai, a 38-year-old entrepreneur, owns an Internet business that
sells loose diamonds to various buyers. Business is becoming for Suraj bhai. In
2004, he had sales of INR 3,500 million. Needless to say, Suraj bhai is
optimistic about his business venture.
The future wasn’t always to bright
for Suraj bhai, however. In 1985, Suraj bhai moved from his native town Suraj,
to New Delhi, with little ability to speak English. There, he attended language
courses and worked at the local mall to support himself. After graduation, his
roommate’s girlfriend suggested that he work at a local jeweler. ``I thought
she was crazy. I didn’t know anything about jewelry,’’ says Suraj bhai, who
took her advice. Though he worked hard and received his Diamonds and Diamonds
Grading certification from the Gemological Institute, he wasn’t satisfied with
his progress. `I quickly realized that working there, I was just going to get a
salary with a raise here and there. I would never become anything. That drove
me to explore other business ventures. I also came to really known diamonds –
their pricing and their quality.’’
In 1997, tired of working for
someone else, Suraj bhai decided to open his own jewelry store. However,
business didn’t boom. `Some of my customers were telling me they could find
diamonds for less on the Interest. It blew my mind’’ Surajy bhai recognized an
opportunity and began contacting well-known diamond dealers to see if they
would be interested in selling their gems online. Suraj bhai recalls one
conversation with a prominent dealer who told him, `You cannot sell diamonds on
the Internet. You will not survive.’’ Discouraged, Suraj bhai then says that he
made a mistake. ``I stopped working on it. If you have a dream, you have to
keep working harder at it.’’
A year later, Suraj bhai did work
harder at his dream and found a dealer who agreed to provide him with some
diamonds. Says Suray bhai, ``Once I had one. I could approach others. Business
started to build. The first 3 months I sold INR 20 million worth of diamonds right
off the bat. And that was just me. I started to add employees and eventually
closed the jewelry store and got out of retail.’’ Although Suraj bhai does have
some diamonds in inventory, he primarily acts as a connection point between
buyers and suppliers, giving his customers an extraordinary selection from
which to choose.
Suraj bhai is now a savvy
entrepreneur, and his company, Abhisaz.com, went public in October 2003.
Why is Suraj bhai successful? Just
ask two people who have known Suraj bhai over the years. Yogesh bhai, a realtor
who helped build Suraj bhai building, says, ``Suraj bhai is a very ambitious
young man. I am not surprised at all how successful he is. He is an
entrepreneur in the truest sense of the world.’’ One of Suraj bhai former real-estate
instructors, Arun Jain, concurs. `I am not surprised at all at his success,’’
says Arun. ``Suraj bhai has always been an extremely motivated individual with
a lot of resources. He has a wonderful personality and pays close attention to
detail. He also has an ability to stick to things. You could tell from the
beginning that he was going to persevere, and I am proud of him.’’
Suraj bhai is keeping his success in
perspective, but he also realizes his business’ potential: ``I take a very
small salary, and our overhead in INR 25 million a year. I am not in debt, and
the business is breaking ever. I care about the company. I want to keep
everything even until we take off, and then it may be another ball game.’’
Questions:
1.
What factors do you think attributed to Suraj bhai’s success? Was he merely
``in the right place at the right time’’, or are there characteristics about
him that contribute to his success?
2.
How do you believe Suraj bhai would score on the Big Five dimensions of
personality (extroversion, agreeableness, conscientiousness, emotional
stability, openness to experience)? Which ones would he score high on? Which
ones might he score low on?
3.
Do you believe that Suraj bhai is high or low on core self-evaluations? On what
information did you base your decision?
4.
What information about Suraj bhai suggests that he has a proactive personality?
CASE
II
BULLYING
BOSSES
It
got to where I was twitching, literally, on the way into work,’’ states Carrie
Clark, a 52-year-old retired teacher and administrator. After enduring 10
months of repeated insults and mistreatment from her supervisor, she finally
quit her job. ``I had to take care of my health.’’
Though many individuals recall
bullies from their elementary school days, some are realizing that bullies can
exist in the workplace as well. And these bullies do not just pick on the
weakest in the group, rather, any subordinate in their path may fall prey to
their torment, according to Dr. Gary Namie, director of the Workplace Bullying
and Trauma Institute. Dr. Namie further says workplace bullies are not limited
to men-women are at least as likely to be bullies. However, gender
discrepancies are found in victims of bullying, as women are more likely to be
targets.
What motivates a boss to be a bully?
Dr. Harvey Hornstein, a retired professor from Teachers College at Columbia
University, suggests that supervisors may use bullying as a means to subdue a
subordinate that poses a threat to the supervisor’s status. Additionally,
supervisors may bully individuals to vent frustrations. Many times however, the
sheer desire to wield power may be the primary reason for bullying.
What is the impact of bullying on
employee motivation and behavior? Surprisingly, even though victims of
workplace bullies may feel less motivated to go to work every day, it does not
appear that they discontinue performing their required job duties. However, it
does appear that victims of bullies are less motivated to perform extra-role or
citizenship behaviors. Helping others, speaking positively about the
organization, and going beyond the call of duty are behaviors that are reduced
as a result of bullying. According to Dr. Bennett Tepper of the University of
North Carolina, fear may be the reason that many workers continue to perform
their job duties. And not all individuals reduce their citizenship behaviors.
Some continue to engage in extra-role behaviors to make themselves look better
than their colleagues.
What should you do if your boss is
bullying you? Don’t necessarily expect help from coworkers. As Emelise
Aleandri, an actress and producer from New York who left her job after being
bullied, stated, ``Some people were afraid to do anything. But others didn’t
mind what was happening at all, because they wanted my job.’’ Moreover,
according to Dr. Michelle Duffy of the University of Kentucky, coworkers often
blame victims of bullying in order to resolve their guilt. ``they do this by
wondering whether maybe the person deserved the treatment, that he or she has been
annoying, or lazy, they did something to earn it,’’ states Dr. Duffy. One
example of an employee who observed this phenomenon firsthand is Sherry Hamby,
who was frequently verbally abused by her boss and then eventually fired. She
stated, ``This was a man who insulted me, who insulted by family, who would lay
into me while everyone else in the office just sat there and let it happen. The
people in my office eventually started blaming me.’’
What can a bullied employee do? Dr.
Hornstein suggests that employees try to ignore the insults and respond only to
the substance of the bully’s grip. `stick with the substance, not the process,
and often it won’t escalate,’’ he states. Of course, that is easier said than
done.
Questions:
1) Of the three types of organizational
justice, which one does workplace bullying most closely resemble?
2) What aspects of motivation might
workplace bullying reduce? For example, are there likely to be effects on an
employee’s self-efficacy? If so, what might those effects be?
3) If you were a victim of workplace
bullying, what steps would you take to try to reduce its occurrence? What
strategies would be most effective? What strategies might be ineffective? What
would you do if one of your colleagues was a victim of an abusive supervisor?
4) What factors do you believe contribute
to workplace bullying? Are bullies a product of the situation, or are they
flawed personalities? What situations and what personality factors might
contribute to the presence of bullies?
CASE
III
THANKS
FOR NOTHING
Thought
it may seem fairly obvious that receiving praise and recognition from one’s
company is a motivating experience, sadly many companies are failing miserably
when it comes to saying ``thanks’’ to their employees. According to curt
Coffman global practice leader at Gallup, 71 percent of U.S. workers are
``disengaged’’, essentially meaning that they could care less about their
organization. Coffman states. ``We’re operating at one-quarter of the capacity
in terms of managing human capital. It’s alarming.’’ Employee recognition
programs, which became more popular as the U.S. economy shifted from industrial
to knowledge-based, can be an effective way to motivate employees and make them
feel valued. In many cases, however, recognition programs are doing ``more harm
than good’’ according to Coffman.
Take Ko, a 50-year-old former
employee of a dot-com in California. Her company proudly instituted a rewards
program designed to motivate employees. What were the rewards for a job
well-done? Employees would receive a badge which read ``U Done Good’’ and, each
year, would receive a T-shirt as a means of annual recognition. Once an
employee received 10 ``U Done Good’’ badges, he or she could trade them in for
something bigger and better—a paperweight. Ko states that she would have
preferred a raise. ``It was patronizing. There wasn’t any deep thought involved
in any of this.’’ To make matters worse, she says the badges were handed out
arbitrarily and were not tied to performance. And what about those T-shirts? Ko
states that the company instilled a strict dress code, so employees couldn’t
even wear the shirts if they wanted to. Needless to say, the employee
recognition program seemed like an empty gesture rather than a motivation.
Even programs that provide employees
with more expensive rewards can backfire, especially if the rewards are given
insincerely. Eric Lange, an employee of a trucking company, recalls the time
when one of the company’s vice presidents achieved a major financial goal for
the company. The vice president, who worked in an office best of Lange,
received a Cadillac Seville as his company car and a new Rolex wristwatch that
cost the company $10,000. Both were lavish gifts, but the way they were
distributed left a sour taste in the vice president’s mouth. He entered his
office to find the Rolex in a cheap cardboard box sitting on his desk, along
with a brief letter explaining that he would be receiving a 1099 tax form in
order to pay taxes on the watch. Lange state of the vice president, ``He came
into my office, which was right next door, and said, `can you believe this?’’ A
mere 2 months later, the vice president pawned the watch. Lange explains. ``It
had absolutely no meaning for him.
Such experiences resonate with
employees who may find more value in a sincere pat on the back than gifts from
management that either are meaningless or aren’t conveyed with respect or
sincerity. However, sincere pats on the back may be hard to come by. Gallup’s
poll found that 61 percent of employees stated that they haven’t received a
sincere, ``thank you’’ from management in the past year. Finding such as these
are troubling, as verbal rewards are not only inexpensive for companies to hand
out but also are quick and easy to distribute. Of course, verbal rewards do
need to be paired sometimes with tangible benefits that employees value – after
all, money talks. In addition, when praising employees for a job well-done,
managers need to ensure that the praise is given in conjunction with the specific
accomplishment. In this way, employees may not only feel valued by their
organization but will also know what actions to take to be rewarded in the
future.
Questions
1) If praising employees for doing a good
job seems to be a fairly easy and obvious motivational tools, why do you think
companies and managers don’t often do it?
2) As a manager, what steps would you take
to motivate your employees after observing them perform well?
3) Are there any downsides to giving
employees too much verbal praise? What might these downsides be and how could
you alleviate them as a manager?
4) As a manager, how would you ensure that
recognition given to employees is distributed fairly and justly?
CASE
IV
WILL
GEORGE W. BUSH BE A GREAT PRESIDENT?
What
does it take to be a great U.S. president? A survey of 78 history, political
science, and law scholars rated the U.S. presidents from George Washington to
Bill Clinton. Here are the presidents who were rated ``Great’’ and ``Near
Great.’’
Great
George Washington
Abraham Lincoln
Franklin D. Roosevelt (FDR)
Near Great
Thomas Jefferson
Andrew Jackson
James Polk
Theodore Roosevelt
Harry Truman
Dwight Eisenhower
Ronald Reagan
Among
recent presidents, Presidents Nixon, Ford, and Carter were ranked ``Below
Average’’ and Presidents G. H. W. Bush (the first President Bush) and Clinton
were ranked ``Average’’.
So what explains these ratings? The
following are some qualities of presidents who have stood the test of time.
1. Great presidents are transformational
leaders who engender strong emotions – that is, you either love them or you
hate them (it’s hard to hate someone who made little difference). And great
presidents enact a vision that may not respond to popular opinion. Lincoln and
FDR were beloved, and hated, by millions.
2. Great presidents are bold and take
risks, and almost all great presidents emerge successfully from a crisis. A
great president is perceived as ``being there’’ when a crisis emerges and
taking bold action to lead the nation out of the crisis – for example, Lincoln
in the Civil War and Roosevelt in WWII.
3. Great presidents are associated with a
vision. Most people, for example, are able to associate the great presidents
with defining moment where a clear set of principles was articulated – for
example, FDR’s speech to Congress after the attacks on Pearl Harbor, and
Lincoln’s Gettysburg Address.
4. Great presidents are charismatic. They
are engaging, articulate, and expressive, which helps capture the public’s
attention and rallies people around a president’s cause. One leadership expert
argues that the best presidents create colorful personas with their language by
using words with basic emotions – for example, good versus evil or love versus
hate.
So
what about President George W. Bush (the second President Bush)? Shortly after
his second inauguration, President Bush embarked on an ambitious agenda of
legal reform, transforming the Social Security system, tax reform, and revising
immigration laws. One writer commented, ``Bush has always thought big, and
always believed you earn political capital by expending it.’’ However, the
closeness of the 2004 election (Bush received 51 percent of the vote and Kerry
received 48 percent) suggests that Bush may not have overwhelming support.
Questions
1. How would you rate President George W.
Bush on the four characteristics outlined at the beginning of the case? How
would you contrast his reaction to Hurricane Katrina with his reaction to the
terrorist attacks of September 11, 2001? What do you think his handling of
these two events says about his leadership?
2. Do you think leaders in other contexts
(business’, sports, religious) exhibit the same qualities of great or
near-great U.S. presidents?
3. Do you think being in the right place at
the right time could influence presidential greatness?
Case
V
A
UNIQUE TRAINING PROGRAM AT UPS
Mark
Colvard, a United Parcel manager in San Ramon, California, recently faced a
difficult decision. One of his drivers asked for 2 weeks off to help an ailing family member. But company
rules said this driver wasn’t eligible. If Colvard went by the book, the driver
would probably take the days off anyway and be fired. On the other hand,
Colvard was likely to be criticized by other drivers if he bent the rules.
Colvard chose to give the driver the time off. Although he took some heat for
the decision, he also kept a valuable employee.
Had Colvard been faced with this
decision 6 months earlier, he says he would have gone the other way. What
changed his thinking was a month he spent living in McAllen, Texas. It was part
of a UPS management training experience called the Community Internship Program
(CIP). During his month in McAllen, Colvard built housing for the poor,
collected clothing for the Salvation Army, and worked in a drug rehab center.
Colvard gives the program credit for helping him empathize with employees
facing cries back home. And he says that CIP has made him a better manager.
``My goal was to make the numbers, and in some cases that meant not looking at
the individual but looking the bottom line. After that 1-month stay, I
immediately started reaching out to people in a different way.’’
CIP was established by UPS in the
late 1960s to help open the eyes of the company’s predominantly white managers
to the poverty and inequality in many cities. Today, the program takes 50 of
the company’s most promising executives each summer and brings them to cities
around the country. There they deal with a variety of problems- from
transportation to housing, education, and health care. The company’s goal is to
awaken these managers to the challenges that many of their employees face,
bridging the cultural divide that separates a white manager from an African
American driver or an upper-income suburbanite from a worker raised in the
rural South.
Questions
1. Do you think individuals can learn
empathy from something like a 1-month CIP experience? Explain why or why not.
2. How could UPS’s CIP help the
organization better manage work-life conflicts?
3. How could UPS’s CIP help the
organization improve its response to diversity?
4. What negatives, if any, can you
envision resulting from CIP?
5. UPS has 2,400 managers. CIP includes
only 50 each year. How can the program make a difference if it includes only 2
percent of all managers? Does this suggest that the program is more public
relations than management training?
6. How can UPS justify the cost of a
program like CIP if competitors like FedEx, DHL, and the U.S. Postal Service
don’t offer such programs? Does the program increase costs or reduce UPS
profits?
Masters Program in
Business Administration (MBA)
Note :- Solve any 4
case study
All case carries equal marks
CASE I
NAVEEN
FISHERIES LTD .
The
managing director of Naveen Fisheries Ltd. (NFL) received a message from one of
the members of the crew that their mechanized boats had sunk at sea off
Paradeep Port Trust due to unfavorable weather. The other directors of NFL
ascertained the detailed information regarding the incident. All the promoters
were fresh graduates.
Naveem,
Praveen, Nagain, Ravi and Chandra were the promoters of the organization (NFL
at Vishakhapattanam) with a capital contribution of Rs. 25 lakh each. Three of
them had an engineering background. The other two were commerce graduates. They
had thought of designing the vessels themselves so that the cost each
mechanized boat would be reduced from Rs. 30 lakhs (if they bought them) to Rs.
22 Lakh. They designed three boats and these were sent out with a newly –
appointed crew. Two vessels were sent to Paradeep and the third to Kakinada.
Unfortunately, the weather was unfavourable. All the vessels sank. The crew
also did not have experience. Two workers were injured and the rest arrived
sagely. There was significant damage to the vessels and the residue was
considered scrap. The cost of scrap of the vessels was nominal. As their
working capital was scarce, and they were unable to invest more capital, they
were in a dilemma whether to continue the business or not.
Case
I Questions:
1.
What were the reasons for the sinking of
the vessels?
2.
How could they reorganize the businesses?
CASE
II
At
MNC Corporation, a foreman of
inspection noticed a mistake in the assembly of transmitter cases. The foreman,
a shy man when speaking to his immediate superiors, mentioned this matter to
the senior supervisor in a weak, ineffectual manner. The senior supervisor
nodded his head and continued to work on a report that he was writing. Later, a
production slowdown occurred, and it was discovered that this flaw in the
transmitter was the cause. The chief of production engineering, upset because
this error had passed inspection unnoticed, reproved the senior supervisor in a
brusque manner.
The
senior supervisor called in the foreman of inspection and asked why this error
had not been brought to his attention. The foreman said, “I told you the other
day they were missing same of the punch-outs in those transmitter cases.” The
senior supervisor said, “Yes, but you did not pound the desk when you told me!”
Case
II Questions:
1.
Why did the communication problem arise?
2.
What do you suggest to prevent the
communication problem?
CASE
III
MEHTA
BANK LTD
Venkataraman
was an officer in a leading nationalized bank with years of service to his
credit. During his long period of service, he worked in different capacities
and sections. His attitude and behavior made him a trusted in the organization.
Having been posted in a big branch based in a large city, he was not keen on
getting further promotions.
On
one occasion, when he was working as an incharge of the draft issue section, he
issued bundles of drawing books from the main stock of the security forms of
the branch and kept the same in his custody in an almirah provided to him. One
fine morning, he removed three drawing books out of the stock of books valued
below Rs. 10,000 which he had in his own custody and kept them in his house. He
then started issuing drafts in various names form his house out of the
aforesaid stolen drawing books by allotting correct branch serial numbers
obtained from the branch register under his control. The drafts were deposited
in different banks/branches of the same bank in different accouns opened in the
names of the payees of the drafts. These accounts were introduced by the bank
employees, and some of them were in different representations only, like Mr.
Venkataraman Aiyar, Mr Venkataraman Iyengar, etc. The drafts thus deposited
were presented in clearing and were passed in the normal course without any
doubt or suspicion. In the evening, he would visit the concerned drawee offices
and collect such paid drafts.
Having
found this technique successful, he tried his hand at yet another. This time he
started issuing drafts in fictitious names or in the names of his close
relatives drawn on outstations without any vouchers or deposits. After a few
days, he would cancel the same drafts by allowing the credits to the respective
accounts in his own branch by debiting the head office accounts. He continued
to do this for about three months, causing a loss of over Rs. 700,000 to the
bank.
The
fraud came to light thanks to the presence of mind exercised by on e of the
officers at another local office. He found that on the previous day also, he
had paid a similar draft with the leaf number previous to the draft presented
now. In his view, it was not possible for such a big office to avoid
consumption of draft leaved in this fashion. Consequently, the matter was taken
up with the issuing branch. Unfortunately for Venkataraman, someone else was
working as the incharge of the draft issue section on that day. On checking up
the records, it transpired that no such draft was issued. This led to promt
investigations and detection of the whole fraud committed by Venkataraman.
Case
III Questions:
1.
How do you view the present fraud case: a human
failure or a system failure?
2.
What are the main issues in the case, and
how can our present system of control prevent such fraud?
3.
How would you manage the situation on
detection?
CASE
IV
SHAHID
FABRICS
Mr.
Lateef, Chairman of Shahid Fabrics, a Hyderabad-based garments and piece goods
firm which exported all its products to the USA, faced a decision in August
1985. The US government had imposed quota restrictions which reduced the
exports of his firm by 40 percent. He had to find a new market for his products.
Shahid
Fabrics was one of Pakistan’s major exporters of garments and piece goods. Its
share was 25 percent of the exports of these goods of the whole country. It was
established in 1954 as a producer of cotton cloth and later, in 1966, it extended
production to include garments and piece goods. It had eight local production
units and the total number of employees was 8,000. All its garments and piece
goods were exported, and branded according to customer specification. All the
goods were exported to the USA and the sales of the firm amounted to US$ 100
million. In 1984, the US government imposed quota restrictions. By August 1985,
Shahid Fabrics exports had been reduced by 40 percent.
Mr.
Lateef believed that finding new markets was the only way to survive. The
possible alternatives according to him were the EEC
countries, the USSR, the Middle Eastern Arab countries and the other Asian
countries. The EEC was a very good
potential market, but Europeans were very tough buyers. It would be necessary to
segregate the EEC from other
buyers because of their existing specifications with regard to style, colour
and packing. The USSR too was a potential market as far as demand was
concerned, but the country did not have enough money in foreign exchange.
The
Middle Eastern Arab countries had money, but their requirements were small due
to their smaller population. Second, these countries preferred not to buy
Pakistani goods directly from Pakistan$. They would rather like to buy the same
Pakistani goods, branded differently from other Western countries, say France.
Asia
was a big market, but the Asian countries, including turkey, were Shahid
Fabrics’ competition in the international market. Mr. Lateef was deeply
concerned with the loss of 40 percent of his export goods. He was eager to
determine which new market offered the highest potential. He wondered what
specific information he could use to help his decision.
Case
IV Questions:
1.
What information should Mr. Lateef develop
to evaluate foreign markets?
2.
Where should he look for this information?
3.
Develop a framework to help Mr. Lateef
identify his best potential foreign markets.
CASE
V
WESTWARD
EXPORTS LTD .
Mr.
Abdul Ahmed, Production Manger, Westward Exports Ltd, Karachi, faced a decision
in 1984. the rejection rate of their exports of readymade garments was 20
percent of total production. He also felt that their productivity was not as
high as it might have been.
Westward
Exports Ltd. was a large Pakistani company exporting ladies fashion garments made
of pure cotton. Their main product items were blouses, skirts, dresses, shirts,
pants, etc. their main overseas markets were the USA, Europe and Japan, and
production was Rs. 100 million. They had about 2,000 workers engaged in
production through their various subcontractors.
Production
was carried out by 138 subcontractors. They did not utilize assembly line
production: each individual worker carried out all the jobs required on each
garment. The machinery and equipment used by the machines had a low output, and
were not suited to high technology application. Mr. Abdul knew that male
workers performed 60 percent of the total production and the rest was done by
females. He also knew that while male workers were always willing to work
overtime, their absentee rate was greater than that of women. Abdul felt that
productivity could be higher, and he wondered how he should approach this
issue.
The
company purchased raw material (grey cloth) from several sources and had it
dyed by different concerns, which sometimes caused variation in the colors.
Both dyeing and inferior stitching caused the rejection rate, to rise to 20
percent of their total production. Mr. Abdul was worried about this high rate
of rejection, and wondered what sequence of steps he should take to help reduce
this high rejection rate.
Case
V Questions:
1.
What alternatives are available to Mr
Abdul?
2.
Other than purchasing higher technology
machinery, in what ways might Mr Abdul increase the effectiveness and
efficiency of the dyeing and stitching operations?
CASE
VI
BABA
BEARINGS COMPANY
The
quality circle Sigma was started in the heat treatment section of Baba Bearings
Company with seven members.
The
members prepared the following list of various factors affecting the
productivity of the heat treatment section.
1.
Distortion of bearing races in sealed
quench furnaces.
2.
Loss of productivity and energy in sealed
quench furnaces.
3.
Excess consumption of LPG.
4.
Rejection of cages due to scaling during
annealing.
5.
Shrinkage in tapered roller bearing outer rings.
6.
Broadly, bearing are manufactured in the
following three stages: (a) Turning, (b) Heat Treatment, and (c) Grinding.
The
circle members, in their brainstorming session, gave priorities to the study
aspects with the help of Pareto analysis. Distortion of bearing races in sealed
quench furnaces was a major factor affecting the productivity. Hence, the
circle decided to take this up for study. Turned rings in the soft condition
are hardened and tempered. After heat treatment, it was noted that about 30 percent
of the rings were beyond the specified limits of distortion (ovality). These
rings were subject to straining for rectification.
Straining
is a laborious process involving extra manpower and time. It affected schedules
and deliveries to customers. The cause and effect diagram was employed for
analysis, and the following causes identified:
·
Design of heating elements
·
Mesh baskets distortion
The
members collected data regarding the heating element. Rings are loaded into the
furnace keeping in a mesh basket in layers. The rings are heated by corrtherm
heating elements; the heat is made to circulate uniformly throughout the
furnace by a circulating fan. After the hardening process, it was observed that
in general, the rings arranged at the sides of the basket adjacent to the
heating elements showed greater ovality (50 per cent) than those at the centre
(17 percent).
The
members felt that rings at the sides were directly exposed to the radiant heat
of the elements, and this resulted in a temperature gradient within the
cross-section of the rings, causing more distortion. The temperature adjacent
to the heating elements was higher by 26 degree Celsius than at the centre of
the furnace.
Case
VI Questions:
1.
What are the measures to be taken to avoid
direct effect of heat?
2.
Design a quality improvement process for
the bearings company.
No comments:
Post a Comment