OPERATIONS MANAGEMENT ANSWER
OPERATIONS MANAGEMENT ISBM EXAM ANSWER
FOR ISBM EXAM ANSWER SHEETS CONTACT:
DR. PRASANTH BE BBA MBA PH.D. MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Operations Management
Case Studies
case study (20
Marks)
Auto Scoot Exports, an exporter of restored vintage scooters operated out of a plant in Jabalpur, India. Started in 200
2001 by Sameer P. Pareek (Sam) with financial support from his family, the company expanded the range of scooters
restored. Used Vespa and Lambretta scooters were with their owners/consumers across India even years after t
consumers had stopped using these. A fraction of these customers disposed of their scooters to scrap and junk deale
These disposed of scooters were procured from independent used scooter agents and scrap/junk agents active
localities in which the consumers lived. Every month, a few of these agents delivered batches of 2-3 used/discard
scooters to the Auto Scoot plant. The scooters were inspected, evaluated, and the decision of whether to buy them w
made at the plant by one of the skilled and experienced workmen. They evaluated the vehicles and decided on t
amount to be paid to the agent. By the year 2001, it had started exporting restored scooters of popular brands Lambret
GP 200, Lambretta Li 150, Vespa VBB, and Vespa VBC. By the year 2004, the company started restoring and exporti
vintage motorcycles of the Enfield and Yezdi brands. The restored scooters and motorcycles were exported to lifesty
two-wheeler markets of the USA, Canada, Australia, and New Zealand.
Answer the following question.
Q1. Give an overview of the case..
Q2. Apply the concept of process flowcharting.
Q3. Distinguish among the various types of processes.
Q4. Appreciate the difference between make-to-stock and make-to-order.
case study (20
Marks)
PepsiCo's supply chain management had been based on the idea of collaboration and integration. The company to
several initiatives to have a more collaborated and integrated supply chain, which would become a source of competiti
advantage. PepsiCo used different distribution strategies to bring its products to market depending upon produ
characteristics, local trade practices, and customers’ needs. It delivered fragile and perishable products which were le
likely to be impulse purchases, from its manufacturing plant and warehouses to customer warehouses and retail store
PepsiCo used third party foodservices and vending distributors to distribute its snacks, foods, and beverage
restaurants, schools, stadiums, businesses, and other locations. In 2010, PepsiCo Beverage Company (PBC),
operating unit of PepsiCo Inc. (PepsiCo), the second largest food and beverage company in the world, received t
supply chain innovation award from the Council of Supply Chain Management Professionals (CSCMP). PepsiCo w
given this award for its innovative distribution strategy, the “Direct to Store Delivery model”, that reduced system-wid
inventory, eliminated warehouse space constraints, enhanced the potential for unlimited SKU growth, and delivere
warehouse cost savings. After showing spectacular growth in the 1990s and early2000s, PBC found it difficult
manage its distribution centers and warehouses. As of 2011, PepsiCo was continuing with its efforts in the direction
having a well-managed supply chain and of strengthening its relationship with all its supply chain partners. In Janua
2011, PepsiCo changed the distribution system of its Gatorade products from warehouse delivery to “Direct to store”
convenience stores through both company-owned independent bottlers in the US and Canada. The case looks at ho
the company tried to optimize cramped warehouses and how it revived its distribution strategy using automati
technology. The case also highlights the benefits of total supply chain transformation for PepsiCo.
Answer the following question.
Q1. Describe the supply chain process of PepsiCo.
Q2. Discuss PepsiCo’s innovative distribution strategy “Direct to Store Delivery model”.
Q3. Discuss PepsiCo’s collaborative supplier relationship.
Q4. Give an overview of the case.
case study (20
Marks)
HP Company, which had a portfolio of information technology products and services that addressed the needs
consumers and businesses, had won many accolades in the 21st century for its corporate environmental responsibili
The company had taken various environment-friendly initiatives in the areas of chemicals management in produ
design; reducing the carbon footprint of its operations; bringing innovations in energy-efficient solutions for its custome
establishing a vast network for recycling of various categories of products; and finally, making its supply chain active
participate in the company's environmental sustainability commitment. HP offered a broad portfolio of energy efficie
personal computers (PCs) - desktops and notebooks, multi-function handheld devices, and all-in-one printers f
consumers and businesses. The environment-friendly features included reduced energy consumption, occupying le
space, and weighing less. However, as of 2008, HP was reported to be lagging behind a few leading companies
technology and consumer goods sectors) in its efforts toward mitigating climate change. Given its legacy of responsib
leadership in the industry with respect to environmental sustainability, HP should strive to gain the top slot in its efforts
mitigate the impact of climate change.
Answer the following question.
Q1. Explain environmental sustainability as a business opportunity.
Q2. Discuss the role of Political advocacy and involvement of external stakeholders in climate change
mitigation.
Q3. Discuss corporate governance/social responsibility to address climate change concerns.
case study (20
Marks)
The case discusses in detail the implementation of Six Sigma in the US-based Ford Motor Company. It discusses ho
Ford went about implementing the DMAIC (Define, Measure, Analyze, Improve and Control) cycle, an integral part of
Six Sigma initiative. Ford imparted various levels of Six Sigma training including Green Belts, Black Belts, Master Bla
Belts and Project Champions. Many problems faced and the benefits reaped by Ford while implementing Six Sigm
Ford was the first major automobile company in the world to adopt the Six Sigma initiative in a big way. Launched as
quality control initiative aimed at enhancing customer satisfaction, Six Sigma earned wide spread appreciation amo
employees and also brought in major financial benefits for Ford. Appreciating the significance of the initiative, Pauli
Burke, a Master Black Belt at Ford said, "I liked the philosophies of Six Sigma. I liked the disciplined approach to solvi
problems. I feel great fixing problems for customers and making the company stronger by improving quality. When t
employees are happy, they do better work. When they do better work, the customer wins. They're getting a bett
vehicle, they save money and quality rises. The black belts trained by the company as part of the initiative we
groomed to take leadership positions in future. The journey towards Six Sigma quality at Ford began in late 1999, wh
Phong Vu (Vu), Director of Quality for Global Truck Business was looking for innovative approaches to improve t
quality of Ford's vehicles. The answer was Six Sigma, a data driven statistical technique, invented by Motorola in t
1980s and implemented by companies like General Electric. Vu conducted research on leading companies which h
implemented Six Sigma to develop an understanding of its implementation process and its benefits. Vu then suggest
to Ford's management that the Six Sigma quality improvement program be taken up. The suggestion was accepted a
the management decided to launch Six Sigma, with the dual objectives of enhancing vehicle quality and improvi
customer satisfaction levels. Accordingly, the initiative was called 'Consumer-driven Six Sigma'. Ford found that in t
manufacture of a car, there existed about 20,000 opportunities for defects. Through Six Sigma, the company aimed
reducing the defect rate to just one defect for every 14.8 vehicles. Commenting on the motive for launching Six Sigm
Henry Wallace, Chief Financial Officer of Ford said, "We have a very strong desire to improve our level of custom
satisfaction and we found we were doing incrementally better and not moving the needle to the extent that we wante
So we looked for something that would really give us a quantum leap forward."6 The implementation of Six Sigm
required both on-the-job and off-the-job training of employees. The Six Sigma projects had to pass through a standa
methodology known as the DMAIC (Define, Measure, Analyze, Improve and Control) cycle, which formed the integ
part of the project.
Answer the following question.
Q1. Explain the birth of six sigma.
Print Question with PDF
Case Studies
case study (20
Marks)
Auto Scoot Exports, an exporter of restored vintage scooters operated out of a plant in Jabalpur, India. Started in 200
2001 by Sameer P. Pareek (Sam) with financial support from his family, the company expanded the range of scooters
restored. Used Vespa and Lambretta scooters were with their owners/consumers across India even years after t
consumers had stopped using these. A fraction of these customers disposed of their scooters to scrap and junk deale
These disposed of scooters were procured from independent used scooter agents and scrap/junk agents active
localities in which the consumers lived. Every month, a few of these agents delivered batches of 2-3 used/discard
scooters to the Auto Scoot plant. The scooters were inspected, evaluated, and the decision of whether to buy them w
made at the plant by one of the skilled and experienced workmen. They evaluated the vehicles and decided on t
amount to be paid to the agent. By the year 2001, it had started exporting restored scooters of popular brands Lambret
GP 200, Lambretta Li 150, Vespa VBB, and Vespa VBC. By the year 2004, the company started restoring and exporti
vintage motorcycles of the Enfield and Yezdi brands. The restored scooters and motorcycles were exported to lifesty
two-wheeler markets of the USA, Canada, Australia, and New Zealand.
Answer the following question.
Q1. Give an overview of the case..
Q2. Apply the concept of process flowcharting.
Q3. Distinguish among the various types of processes.
Q4. Appreciate the difference between make-to-stock and make-to-order.
case study (20
Marks)
PepsiCo's supply chain management had been based on the idea of collaboration and integration. The company to
several initiatives to have a more collaborated and integrated supply chain, which would become a source of competiti
advantage. PepsiCo used different distribution strategies to bring its products to market depending upon produ
characteristics, local trade practices, and customers’ needs. It delivered fragile and perishable products which were le
likely to be impulse purchases, from its manufacturing plant and warehouses to customer warehouses and retail store
PepsiCo used third party foodservices and vending distributors to distribute its snacks, foods, and beverage
restaurants, schools, stadiums, businesses, and other locations. In 2010, PepsiCo Beverage Company (PBC),
operating unit of PepsiCo Inc. (PepsiCo), the second largest food and beverage company in the world, received t
supply chain innovation award from the Council of Supply Chain Management Professionals (CSCMP). PepsiCo w
given this award for its innovative distribution strategy, the “Direct to Store Delivery model”, that reduced system-wid
inventory, eliminated warehouse space constraints, enhanced the potential for unlimited SKU growth, and delivere
warehouse cost savings. After showing spectacular growth in the 1990s and early2000s, PBC found it difficult
manage its distribution centers and warehouses. As of 2011, PepsiCo was continuing with its efforts in the direction
having a well-managed supply chain and of strengthening its relationship with all its supply chain partners. In Janua
2011, PepsiCo changed the distribution system of its Gatorade products from warehouse delivery to “Direct to store”
convenience stores through both company-owned independent bottlers in the US and Canada. The case looks at ho
the company tried to optimize cramped warehouses and how it revived its distribution strategy using automati
technology. The case also highlights the benefits of total supply chain transformation for PepsiCo.
Answer the following question.
Q1. Describe the supply chain process of PepsiCo.
Q2. Discuss PepsiCo’s innovative distribution strategy “Direct to Store Delivery model”.
Q3. Discuss PepsiCo’s collaborative supplier relationship.
Q4. Give an overview of the case.
case study (20
Marks)
HP Company, which had a portfolio of information technology products and services that addressed the needs
consumers and businesses, had won many accolades in the 21st century for its corporate environmental responsibili
The company had taken various environment-friendly initiatives in the areas of chemicals management in produ
design; reducing the carbon footprint of its operations; bringing innovations in energy-efficient solutions for its custome
establishing a vast network for recycling of various categories of products; and finally, making its supply chain active
participate in the company's environmental sustainability commitment. HP offered a broad portfolio of energy efficie
personal computers (PCs) - desktops and notebooks, multi-function handheld devices, and all-in-one printers f
consumers and businesses. The environment-friendly features included reduced energy consumption, occupying le
space, and weighing less. However, as of 2008, HP was reported to be lagging behind a few leading companies
technology and consumer goods sectors) in its efforts toward mitigating climate change. Given its legacy of responsib
leadership in the industry with respect to environmental sustainability, HP should strive to gain the top slot in its efforts
mitigate the impact of climate change.
Answer the following question.
Q1. Explain environmental sustainability as a business opportunity.
Q2. Discuss the role of Political advocacy and involvement of external stakeholders in climate change
mitigation.
Q3. Discuss corporate governance/social responsibility to address climate change concerns.
case study (20
Marks)
The case discusses in detail the implementation of Six Sigma in the US-based Ford Motor Company. It discusses ho
Ford went about implementing the DMAIC (Define, Measure, Analyze, Improve and Control) cycle, an integral part of
Six Sigma initiative. Ford imparted various levels of Six Sigma training including Green Belts, Black Belts, Master Bla
Belts and Project Champions. Many problems faced and the benefits reaped by Ford while implementing Six Sigm
Ford was the first major automobile company in the world to adopt the Six Sigma initiative in a big way. Launched as
quality control initiative aimed at enhancing customer satisfaction, Six Sigma earned wide spread appreciation amo
employees and also brought in major financial benefits for Ford. Appreciating the significance of the initiative, Pauli
Burke, a Master Black Belt at Ford said, "I liked the philosophies of Six Sigma. I liked the disciplined approach to solvi
problems. I feel great fixing problems for customers and making the company stronger by improving quality. When t
employees are happy, they do better work. When they do better work, the customer wins. They're getting a bett
vehicle, they save money and quality rises. The black belts trained by the company as part of the initiative we
groomed to take leadership positions in future. The journey towards Six Sigma quality at Ford began in late 1999, wh
Phong Vu (Vu), Director of Quality for Global Truck Business was looking for innovative approaches to improve t
quality of Ford's vehicles. The answer was Six Sigma, a data driven statistical technique, invented by Motorola in t
1980s and implemented by companies like General Electric. Vu conducted research on leading companies which h
implemented Six Sigma to develop an understanding of its implementation process and its benefits. Vu then suggest
to Ford's management that the Six Sigma quality improvement program be taken up. The suggestion was accepted a
the management decided to launch Six Sigma, with the dual objectives of enhancing vehicle quality and improvi
customer satisfaction levels. Accordingly, the initiative was called 'Consumer-driven Six Sigma'. Ford found that in t
manufacture of a car, there existed about 20,000 opportunities for defects. Through Six Sigma, the company aimed
reducing the defect rate to just one defect for every 14.8 vehicles. Commenting on the motive for launching Six Sigm
Henry Wallace, Chief Financial Officer of Ford said, "We have a very strong desire to improve our level of custom
satisfaction and we found we were doing incrementally better and not moving the needle to the extent that we wante
So we looked for something that would really give us a quantum leap forward."6 The implementation of Six Sigm
required both on-the-job and off-the-job training of employees. The Six Sigma projects had to pass through a standa
methodology known as the DMAIC (Define, Measure, Analyze, Improve and Control) cycle, which formed the integ
part of the project.
Answer the following question.
Q1. Explain the birth of six sigma.
Print Question with PDF
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