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Examination Paper of Knowledge Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper
MM.100
Subject Code-B-111 Knowledge Management
Section A: Objective Type & Short Questions (30 marks)
This section consists of Multiple Choice & Short Answer type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Part One:
Multiple Choices:
1. UCC stands for:
a. Universal Commercial Code
b. Uniform Commercial Code
c. Unique Commercial Code
d. United Commercial Code
2. E-business connects critical business systems and constituencies directly via:
a. Internet
b. Extranet
c. Intranet
d. All of the above
3. Unusable rule are also called as:
a. User rule
b. Conflicting rule
c. Subsumed rule
d. None of the above
4. Fact in knowledge codification refers to:
a. Value of an object or a slot
b. Codification scheme
c. Both (a) & (b)
d. Filling of slots
5. An individual with skills & solutions that work some of the time but not all of the time is:
a. Scribe
b. Validity
c. Novice
d. None of the above
Examination Paper of Knowledge Management
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IIBM Institute of Business Management
6. CBR is:
a. Case based reasoning
b. Case based reliability
c. Case based repository
d. None of the above
7. An unskilled employee trying to learn or gain some understanding of the captures knowledge is a:
a. Pupil user
b. Tutor user
c. People user
d. None of the above
8. A rule of thumb based on years of experience is called:
a. Procedural rule
b. Tacit knowledge
c. Heuristic
d. None of the above
9. Episodic knowledge is:
a. The knowledge based on the fundamentals structure functions & behavior of objects
b. The knowledge based on experimental information or episodes
c. The knowledge based on the unrelated facts
d. None of the above
10. A directory that points to people, documents and repositories is:
a. Knowledge map
b. Knowledge codification
c. Rapid prototyping
d. None of the above
Part Two:
1. Write short note on “KM Life Cycle”.
2. Write short note on “The Knowing Doing Gap”.
3. What is Nominal Group Techniques (NGT)?
4. What do you mean by Delphi Method?
END OF SECTION A
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IIBM Institute of Business Management
Section B: Case lets (40 marks)
This section consists of Case lets.
Answer all the questions.
Each Case let carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Case let 1
This case is based on an actual incident which took place in an Army Unit deployed in field area.
A part of a Battery (about 1/4 of an Artillery Regiment) was deployed in a snow bound high
altitude area of Kashmir. This was the first time; an artillery unit was deployed in an area with
roads and tracks still under development. Preparation of this area for such a deployment needed a
lot of digging for guns, pits for ammunition storage, living place of the personnel, slit trenches
and weapon pits for local defence against any possible enemy/terrorists’ attack on the position,
place for storage of rations, cook-house and communication trenches, etc.
The total strength of the party deployed there was
a) Officer - 1 (Second Lieutenant with about one year service)
b) Junior Commissioned Officer (JCO) - 1
c) Jawans - 40
The Battery Commander (BC) remained with the Regiment Headquarters at Srinagar (with the
remaining part of the Battery) as per the orders of the commanding Officer. These was a vehicle
with the part of the Battery which was deployed at high altitude to assist in the daily
administration of the troops like collection of ration, stores for preparation of defences, water, and
ferrying of personnel from one place to another. The vehicle could could go only upto a limited
number of places due to bad road conditions and step gradients. Only one driver was kept for this
vehicle to reduce administrative problems due to more number of personnel. The vehicle
completed about 35 to 40 kms. of running daily in its routine commitments.
The part had just been inducted about two weeks back. The defences were being prepared
which involved lot of effort in digging of hardened ground due to the cold winter months of
November. The defence stores were to collected, once the digging was complete, from another
Engineering Unit located about 5 kms. to the rear. The roads were treacherous; with a number of
stones and slides falling down occasionally during a drizzle due to precipitation in atmosphere,
there were steep gradients, narrow roads with sheer falls on one side due to the road having been
cut into the side of hills. The digging was complete by end November. In the month of December,
snow fall at that location was expected any time, as it had already started snowing in the higher
reaches and tops of mountains. The digging had been completed in a record time of two weeks.
The party under the stewardship of the young officer had done a commendable job.
In the first week of December, the only driver of the vehicle reported pain in the chest and
problem in breathing. He was evacuated by helicopter the next day with instructions to inform the
unit to send another driver for the vehicle. It took about three days for anyone to reach this area,
with staying of two nights enroute in order to acclimatize by stages. The detachment was to be
without any driver for about three days. Another driver was detailed to proceed to this area, after
having been medically examined and found it. A day after the dispatch of the driver, the young
officer with this party arrived in the unit and reported that the vehicle had fallen from a hill-side
road and was completely damaged. The office was in a complete state of disarray and shock.
What actually had happened goes something like this.
Examination Paper of Knowledge Management
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IIBM Institute of Business Management
After the first driver of the vehicle was evacuated, the weather started turning bad and it
seemed that it was going to snow that day. The officer realized that in case of snow fall all the
efforts put in by the troops would go waste, if the dug-ins were not covered. Realizing this, he
borrowed a driver of an ambulance from a local medical unit to direct his vehicle for collection of
defence stores. After the stores had been collected and dumped at the site of defences, the vehicle
was being driven back to the party’s location. Before it could reach this location, it had to
negotiate a dusty and steep track. At a steep climb the vehicle stalled and got switched off. All the
men got down, prevented the vehicle from reversing by putting stones behind the wheels and
started checking what had gone wrong.
After the check on the engine had been carried out, the bonnet cover slipped off the hands of
the driver while closing it and fell to closing position with a bang. Because of the jerk thus
created, the stones placed behind the vehicle slipped off. It was later discovered that there was
glassy smooth layer of ice under the thin layer of dirt which could not hold the stones firmly and
they slipped off, with the result, that the vehicle moved backward and toppled thrice and stopped
upside down because of the obstruction created by a big boulder. As there was no one in the
vehicle, there were no injuries to personnel. On close inspection by the officer, it was found that
the vehicle body, cabin, bonnet, steering wheel and two of the four wheels were badly damaged.
The officer, being quite young and inexperienced, could not ascertain the real condition of the
engine and chassis. He thought those too were damaged, whereas because of some providential
chance, the chassis and engine remained intact.
The BC was given the responsibility of getting the vehicle back to the unit. He was given a
vehicle fitter and recovery vehicle with a driver. The BC took two more Non-Commissioned
Officers (NCOs) and proceeded to the location to retrieve the vehicle, it took two days to reach
with a few hours of the last leg of the journey in complete darkness in that snow bound area with
treacherous slippery roads. On reaching the location, the Commanding Officer of the local unit,
who happened to be the Station Commander of the sector, expressed his unhappiness on their
taking such a great risk. With the assistance of all ranks of the unit, who came in willingly, it took
two days to get the vehicle out of the boulder strewn area on to a track. It was a minor military
operation in itself in the hostile terrain, and inclement weather of high altitude. The troops and
officer had a very good rapport with those of the local unit and there was not much of a problem
in getting the men of that unit to assist.
While coming back, the hazards of night journey were very obvious. There was a thick layer
of snow on the road with slope towards the khuds as layers after layers kept on accumulating,
freezing before the water could roll down the complete slope. There were steep falls on one side.
Both these phenomena, peculiar to hilly terrain, were not very discernible because of the
darkness. The headlights of the vehicles exposed very little. There were frozen nalas where the
vehicle would skid, aligning itself in the direction of the frozen nala, which tended to prove quite
dangerous at times. At such places, the few troops and officer available would get down , push
the vehicle to keep it aligned to the road and in turn slip down themselves on the frozen snow,
most of the times face-down , in an attempt to push the vehicle. Though the situation was quite
grave, it sometimes bordered on being humorous with everyone laughing spontaneously. At one
place, the BC pushing the vehicle to keep its tail and aligned to the direction of road , fell down,
slipped a few feet down the frozen nala and landed up head down in an frozen khud about five
feet deep. But for the direction of landing, the slip and fall could have proved quite dangerous.
There was complete silence. The vehicle was gently stopped on the snow itself, secured with
pegs along the wheels and rescue operation commenced for the ditch. There were several
humorous seamarks by the BC and the tension was relieved at once, with troops working on the
vehicle with renewed vigour and strength once again.
At another place, the recovery vehicle with the damaged vehicle behind it at suspension toe
slipped, but because of the dexterity of the driver, it was saved from going down a nala by putting
it on the left. The BC himself was in the recovery vehicle to give encouragement and moral
Examination Paper of Knowledge Management
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IIBM Institute of Business Management
support to the driver, sharing all the risks which his troops were facing. He did all that the troops
did, while directing, controlling and executing. The party with the vehicle, reached the unit
location on the evening of the second day after starting from a high altitude area. The problem of
recovery of the vehicle being resolved, the question of enquiry into the cause of accident arose.
An enquiry into such an accident would have caused embarrassment to all those in authority in
the unit and also the officers and jawans of the sub-unit/battery. Meanwhile, the inspection of the
vehicle was carried out to assess the extent of damage. It was found that the engine and chasis
were intact and the rest of the items of the body or fitment were damaged, either lightly or
severely. To avoid embarrassment to the unit and loss to the exchequer, as well as in view of the
administrative difficulties, the BC decided to have the vehicle put on road with the units’ efforts
and at the earliest. Meanwhile, the cabin-hood of the vehicle had been purchased for about Rs 650
and was paid for by the BC, from his own pocket, thus setting an example to others. The JCO and
jawans were also keen to pay for other damages. The offer was appreciated but declined. The
Officer-in-charge of the local Army Workshop happened to be an officer with commendable
helping attitude, positive bent of mind and with an understanding of peculiarities and problems of
the area where such accidents were quite frequent and possible. When approached to assist, he
listened to the whole incident very sympathetically and promised to assist in whatever way he
could. This officer was a contemporary of the unit in a previous station and had excellent
relations and interaction with the unit. Some items were offered by the workshop officer and
replaced accordingly. The vehicle was made roadworthy again within a fortnight and put on road
for duty. All the enquiries were dispensed with and there was no loss of face by anyone at any
level. It is pertinent to mention that it had snowed in that location as soon as the recovery party
came out of the hills.
Questions:
1. Which factors contributed to motivate the troops to go ahead for such a difficult task as
recovering a damaged vehicle from such a difficult and treacherous terrain and getting it
repaired in such a short time?
2. Which incidents indicate the importance of good interpersonal relationships with juniors,
peers and superiors and what is the importance of good interpersonal relationships?
Case let 2
Carrier Corp. is using data mining to profile online customers and offer them cool deals on air
conditioners and related products. By using services from WebMiner, Inc., the air-conditioning,
heating, and refrigeration equipment maker has turned more Web visitors into buyers, increasing
per-visitor revenue from$1.47 to $37.42.
Carrier, part of $26 billion United Technologies Corp., began selling air conditioners, air
purifiers, and other products to consumers via the Web in 1999. However, it sold only about
3,500 units that year, says Paul Berman, global e-business manager at the Farmington,
Connecticut, company. Not knowing just who its customers were and what they wanted was a big
part of the problem. “We were looking for ways to raise awareness [of Carrier’s Web store] and
convert Internet traffic to sales,” Berman says.
Last year, Carrier gave WebMiner a year’s worth of online sales data, plus a database of
Web surfers who had signed up for an online sweepstakes the company ran in 1999. WebMiner
combined that with third-party demographic data to develop profiles of Carrier’s online
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customers. The typical customer is young (30 to 37), Hispanic, and lives in an apartment in an
East Coast urban area.
WebMiner matched the profiles to ZIP codes and developed predictive models. Since
May of 2002 Carrier has enticed visitors to its Web site, with discounts. When they type in their
ZIP codes, WebMiner establishes a customer profile and pops up a window that offers
appropriate products, such as multiroom air conditioners for suburbanites or compact models for
apartment dwellers. “It’s the first time we’ve intelligently delivered data-driven promotions,”
Berman says.
Online sales have exceeded 7,000 units this year, Berman says, compared with 10,000
units for all of last year. Carrier chose the WebMiner service because it was quick to implement
and is relatively inexpensive - $10,000 for installation and a $5 fee to WebMiner for each unit
sold, compared with 6-figure alternatives.
Questions:
1. What other data-driven promotions could Carrier come up with using other data mining
techniques?
2. What manufacturing-driven applications can Carrier implement using data mining?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Explain the concept of Tacit Knowledge. List the different techniques of capturing Tacit
Knowledge.
2. Explain Global Knowledge Leadership. What are the driving forces behind global expansion
of knowledge management?
END OF SECTION C
S-2-250613
Examination Paper of Lean Materials Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Lean Materials Management
Section A: Objective Type & Short Questions (30 marks)
This section consists of Multiples Choice & Short Note Type questions.
Answer all the questions.
Part one carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple choices:
1. The top management planning process during which the Demand and Supply sides of the
business meet one a month for risk assessment and analysis is called___________.
a. Sales and operation planning (S&OP)
b. Sales, Inventory and operation planning (SIOP)
c. Production, sales and Inventory (PSI) process
d. All of the above
2. Which of the following comes under 5-S?
a. Seri
b. Seiketsu
c. Straighten
d. All of the above
3. ___________is the process of aligning components with process to meet customer need.
a. Lean management
b. Material management
c. Inventory Management
d. None of the above
4. ________refers to the way that the material requirement system generates the signal for
material to move.
a. Planning
b. Demand
c. Execution
d. None of the above
5. BOMs stands for_______
6. SMED stand for_____________
a. Simple manufacturing exchange of Die
b. Single minute execution of die
c. Single manufacturing engineers and design
d. Society for manufacturing engineers and design
Examination Paper of Lean Materials Management
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IIBM Institute of Business Management
7. Which of the following comes under Reliability?
a. Quality
b. Integrity of promises
c. Responsiveness to schedule changes
d. All of the above
8. DMAIC stand for_______
a. Denote, Measurable, Auctions, Improvement, Create
b. Define, Measurement, Analyze, Improve, Control
c. Define, Measure, Analyze, Improve, Control
d. None of the above
9. _________ are about accountability in organizations and, thus are everywhere in highperformance
businesses.
a. Planning
b. Communication
c. Management
d. None of the above
10. ___________ is a mapping exercise to track information or decision making through an
organization chart.
a. TVM
b. ERP
c. VOAM
d. JIT
Part Two:
1. Write a short note on Vendor Managed Inventory?
2. Differentiate between functional manufacturing and process flow?
3. How would you explain the rules for master production schedule level loading?
4. What do you understand by the term of Inventory Management?
END OF SECTION A
Section B: Caselets (40 marks)
This section consists of Caselets.
Answer all the questions.
Each caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
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IIBM Institute of Business Management
MANAGEMENT ANALYSIS & DECISION MAKING
Times are slow for your company right now and with the rising costs of materials and wages, your profits
are at an all-time low. Because of this unfortunate situation, you will need to let some employees go. The
senior management team has already compiled the list of people whose employment will be terminated
two weeks from today. However, the people on the list will not know until the day of the termination.
You have called a meeting of your department managers and supervisors (judges). The managers and
supervisors do not know that a list has been created, so you will need to let them know this at some point
in the conversation. Also, they will not be able to see the list until the day of the terminations. Obviously,
this is a very confidential topic and should not be shared with anybody outside of this meeting.
The purpose of your meeting today is to confide in this group and assure them that none of them are on
the list. You also want to get their feedback on how the general employee base will react to the news and
event in two weeks. Next, you’d like to understand and anticipate any questions that they believe will
arise so that appropriate answers can be prepared. Finally, you would like to devise an action
plan/transition plan for the day after the event.
What you can tell the managers is the number of people they will each be losing, if you find that
information important to share. Here is the breakdown:
Order Processing will lose four of its 12 people
Human Resources will lose two of its five people
Production will lose eight of its 40 people
After introductions, you should begin discussing this upcoming event with your managers (judges). Spend
as much time on each of the following questions as your group feels is necessary.
Questions:
1. How will this impact the areas?
2. How will the department managers plan for this without breaking confidentiality?
Caselet 2
Alton Towers
Alton Towers was voted the UK’s number one theme park again this year. It is located in the
heart of England in Staffordshire, where there is easy access from both the M1 and M6,
although access through the village of Alton towards the site is difficult. The roads are narrow
and there are twisting bends, which coaches find difficult to manoeuvre round.
The site evolved from being a traditional English garden attraction in the 1950s to an exciting
leisure park after a company decision was made in the 1980s to convert the gardens to an
American-style theme park. The aim was to attract more visitors. The idea was a success and
over the years the park has been constantly updated with increasingly bigger and more exciting
rides and spectacular attractions. Alton Towers set out to be the market leader from the
beginning. It boasts the best attractions in the UK. It was the first to have the largest flume in
the world in 1982.
The company was taken over by the Tussauds Group in 1990. Changes were made to existing
attractions and layout of the park. Other changes included a short walk towards Thunder
Valley, leading to the Haunted House.
Examination Paper of Lean Materials Management
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IIBM Institute of Business Management
In 1994 the most spectacular ride ever seen in the UK was introduced. This was Nemesis – an
inverted roller coaster. The thrilling suspended ride – Oblivion – was opened in 1998. This is
a vertical drop roller coaster. The latest addition to the park in 2000 is the Hex – the legend of
the Towers. This is a disorientating ‘haunted’ swing. These ‘white -knuckle’ rides are now
located in the X-Sector. In 1996 a £10m themed hotel on the outskirts of the park was opened.
Participants in the Haunted House and X-Sector rides are photographed as they take part.
These photographs are ready for viewing and purchasing at the end of the rides.
There is an admission charge to the park, but once inside the park all the rides and attractions
are free. Ticket prices are differentiated and include Peak and Off -Peak, Day Tickets, Family
Tickets and Season Tickets.
Visitors to the park can choose to eat at a variety of restaurants dotted all over the park.
Each ride has its own souvenir shop attached and there are also gift shops where Alton Towers
merchandise can be purchased at prices to suit all pockets.
Alton Towers is open every day to visitors from around 24 March until 31 October each year.
Every year 2.7 million visitors visit the park. The volume of visitors in the summer means that
long queues can form, although a ticket reservation process is in operation for the most popular
rides. Alton Towers is not seeking to increase the number of visitors passing through the
gates, but to encourage people to spend more on food and merchandise and to come back again.
Questions
1. Explain how Alton Towers kept ahead of the competition in the years from 1982 until
present.
2. Explain the benefits to Alton Towers of having restaurants and souvenir shops dotted
around the site?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Describe the control Group method? Explain the effective steps and results of it?
2. Define the customer focused Quality (Six Sigma)? How many steps are involve in DMAIC
process?
3. Explain the following terms?
a) Kanban
b) kaizen
c) Lean Inventory Strategy
END OF SECTION C
S-2-050614
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