Mba - II Master April 2012

7/28/2019 Mba - II Master April 2012

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I N D I R A I N S T I T U T E O F M A N A G E M E N T

Survey No 85/5 A, Opp. Wakad Police Chowky

Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 1 ) ENTREPRENEURSHIP DEVELOPMENT & PROJECT MANAGEMENT

Course: MBAII Sem - IV Marks: 70 Time: 2 Hrs. Date: 02/04/12

#Solve any 3 questions from Section I.#Section II is compulsory for all

Section I

Q1. Discuss the contribution of Entrepreneurship to Indian Economy and societyrespectively. Explain whether demography is essential to become an Entrepreneur.

Q2 . Discuss the Theories of Max Weber and David McLeland on Entrepreneurship. Explainwhether they are relevant to Indian environments.

Q3. What is meant by Opportunity Identification? Discuss the various alternatives to identifythem.

Q4. Make a comparison of benefits of a Managerial and an Entrepreneurial career respectively.Which one would you choose and why?

Q5. Discuss the pros & cons of raising finance for projects to set up an enterprise.

Q6. Write short notes (Any two)a. Succession planning b. Role of development agencies c. Sickness in SME's d. AchievementMotivation Theory (AMT)

Section II

You are planning to set up a fast food business at Tathwade, opposite IIMP. Prepare aProject Profile under various headings to be submitted to a bank for loan. You may make anyassumptions but spell them out clearly.

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( 4 0 2 ) I N T E R N A T I O N A L B U S I N E S S M A N A G E M E N T

Course: MBA

II Sem - IV Marks: 70 Time: 2 Hrs. Date: 03/04/12

# Answer any four out of six questions# Question seven (Case study) is compulsory

# All questions carry equal marks

I. Mention Capitals ofa. Kenya, Libya, Vietnamb. What are the currencies of UAE, Switzerlandc. When its 2100 Hrs. in Pune, Whats the time in Singapore, Nairobi, Moscowd. Who are these dignitariesPascal Lamy, Banki Moon, Bernankee. Give Rupee value of C$, Pak Rupee, Ringgit

II. Discuss the role / significance of following institutions in our foreign tradea. EXIM Bank of Indiab. ECGCc. ITPOd. Indian Council of Arbitration.

III. Where does India export its 300 Bn $ worth of Merchandise? Where does it source its 450 B$ worth of imports from? Explain with statistics?

IV. Whats the contribution of our services sector in our GDP? What is G.A.T.S.? ProfileIndias services Export / Import and bring out their importance in bridging our Balance ofPayments.

V. Indian corporates are confidently becoming MNCs ! True or false? Discuss the growthstory / Strategy of any one of the followinga. Tata Motorsb. Tata Steelc. Bharat Forge

VI. Is Growth without Social Justice Sustainable? Should World Economy be focused onHuman Development Index instead of only on G.D.P. growth? Debate with Facts / Figures.

VIICompulsoryCase study -



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( 4 0 7 A ) INTERNATIONAL MARKETING

Course: MBA

MKTG. Sem - IV Marks: 50 Time: 1 Hrs. Date: 10/04/12

Note: Solve any Five questions. All questions carry equal marks

Q1. Differentiate between Domestic Marketing & International Marketing. What are therisks involved in IM.

Q2. Discuss Porters Model on Competitive Advantage of Nations. Evaluate Indiascompetitive advantage for Bicycles..

Q3. What are the major factors to be studied on International Environments? Do aSWOT analysis of Bangaladesh to identify opportunities.

Q4. What are the alternatives of entry in International markets? What recommendationswould you offer to following businesses?

a. Strawberries b. Nano- 4 wheeler manufacturer c. Insurance companyQ5. How would you do overseas market research for following products?

a. Diesel Engines b. SpicesQ6. List out the major elements for developing global strategies. Discuss theimportance of logistics for exports of poultry products.

Q7. Write short notes (Any two)a. Risks in international marketing

b. Role of ECGCc. Success of Japan in IMd. Export pricing

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( 4 0 5 B ) INTERNATIONAL FINANCE

Course: MBAFIN. Sem - IV Marks: 70 Time: 2 Hrs. Date: 6/04/12

#All questions carry equal Marks#Solve any five questions

Q1) Explain following terms with appropriate examples:i) Buying rate and selling rate

ii) Spot rate and Forward rateiii) Trade control regulations and exchange control regulationsiv) Rate of Exchange and Rate of Interestv) Premium and Discount

Q2) Companies in India have a choice to borrow either in Rupees or in a foreign currency. Whatfactors need to be taken into consideration, while selecting the currency of borrowing? Support your

answer with an appropriate example.

Q3) Explain the concept of OPTIONS Contract with appropriate example.

Q4) Write short notes on ANY TWOa) Balance of Paymentsb) Convertibility of Indian Rupee

Q5) A) Assume that you are a dealer of a bank in forex market.Following quotes are available in the market.US $ 1 = Rs. 46.00 / 46.10

You have to keep a margin of 0.10 % on the market rates.a) Calculate the rate to be quoted to your exporter customer.b) Calculate the rate to be quoted to your importer customer.

Support your answer with proper reasoning.

B) Bank A $ 1= Rs. 46.00 / 46.10Bank B $ 1= Rs. 46.05 / 46.15Bank C $ 1= Rs. 45.95 / 46.05

i) Which bank will you select if you want to buy $ ?ii) Which bank will you select if you want to sell $ ?Support your answer with proper reasoning.

Q6) Describe FOREX markets in India.(Activities undertaken, Features, Players, Factors affecting movement of exchange rates etc.)

Q7) Explain the concept of Forward contract with appropriate example

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( 4 0 7 E ) EMERGING TRENDS IN HR PRACTICES

Course: MBAHR. Sem - IV Marks: 50 Time: 1 Hrs. Date: 10/04/12

#Solve any three from Qs 1 to Q 5#Each questions carries 12 marks#Q5 is compulsory & carries 14 marks

1. Explain changed role of HR in current scenario .Illustrate with suitable examples.

2. Design an HRD Survey Questionnaire for carrying out audit in midsizemanufacturing organisation employing about 250 employees.

3. What is a learning organization and how can you improve the learning systems intodays organisation?

4. Discuss various issues faced by todays organisation in selection and retentionProcess.

5. How do cross cultural training play an important role in international organisation?

6. Write Short notes. (Any two)

a. Re-Engineering HRb. Ex - patriate Trainingc. Virtual teams

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( 4 0 5 E ) LABOUR LAWS & OTHER LAWS


#Answer any five questions.#All questions carry equal marks.

1.Explain & differentiate the retrenchment process between a company employing lessthan 100 & a company Employing more than 100 workmen.

2.What are the various benefits available under the ESI Act ?

3.What are the rights & responsibilities of a trade union recognized under the MRTU &PULP Act ?

4.Explain the process you will follow for dismissing a workman for serious misconduct.

5.What are the conditions & withdrawal facilities available for housing purpose underPF Act ?

6. Write short notes --- any two:

a. Principles of natural justiceb. Employment injuryc.Notice of change

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( 4 0 8 E ) CASE STUDIES IN PM & IR


#Attempt any two cases.#Each carries equal marks.

1 Siddharth Fabricators is a Company in Pune engaging 180 workers. It has arecognized Union under MRTU Act,

but it has only 17 members. The balance 163 are members of a Union floated by thelocal MLA Mr. Suresh Jadhav.The name of the recognized Union is Mazdoor Sabha while that of the MLA is ShramikSangh. Both Unions have submitted their charter of demands for wage settlement &there is anxiety amongst workmen. The Management wants an early productivity-linked

settlement because of the machines it has recently imported. Both the Unions havethreatened the Management that it should not talk to the rival group.They have also saidthat any settlement with the rival group will not be binding on them.You are the HR consultant. Advise the Management on course of action & the rationale

behind it, not forgetting the legal implications.

2 SV Bank is a Private Sector Bank growing rapidly. It has a promotion policy whichsays that for junior officer position, internal clerical candidates be given preference.Criterian was length of service, merit, service record, education & computer

proficiency. In the last seven years, 75% promotions were from the clerks. Given thesevere competition & its experience of last seven years, the Bank has decided to make it5050, half internal & half external. The Union has threatened to agitate.As HR manager of the Bank, analyse the situation thoroughly & suggest fully justifiedsolution to the problem.

3 Priya Cosmetics has decided to get ISO certification. This requires Training of all 240workers over the next six months. As a Training Manager, work out the training plan ---no. of programmes, duration, brief content of the programme & training evaluation.Accordingly, send a note to your MD covering all the above aspects.

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I N D I R A I N S T I T U T E O F M A N A G E M E N TSurvey No 85/5 A, Opp. Wakad Police Chowky




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( 4 0 4 E ) LABOUR WELFARE


#Q. No. l is compulsory.#Attempt any three questions from the remaining

QI)a) Explain the concept of Lab our Welfare. Discuss the various principles of it? [10]

b] Explain interrelationship between welfare & productivity[10]

Q2)Define the concept of Workers Participation in Management. Explain [15]in detail the various forms of WPM.

Q3) Explain in detail Workers Education and Training with its three levels? [15]

Q4) Explain the objectives and role of ILO [15]

Q5) C.S.R is essential in promoting Industrial Development in India. [15]

Q6) Write short notes on (Any four): [20]

a) Police Theory of Welfareb) Components of Social Securityc) ILCd) Industrial health & Mental Healthe) Statutory welfare amenities under factories Act 1948.

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( 4 0 7 B ) STRATEGIC FINANCIAL MANAGEMENT


#Answer any THREE questions from section A#Answer any ONE question from section B

#All questions carry equal marks#Answers to both sections should be written in same answer sheet

SECTION A

1. Explain meaning of strategic financial management Why there is need to manage business financestrategically?

2. Strategic wage control is essential in competitive environment at Micro & Macro level- Explain3. What is strategic vendor management? What is strategic approach to supply cost management?4. What is brand valuation? Give financial aspects of brand management across various phases of brand

life cycle

5. Explain various innovative instruments of raising funds for business6. What is meaning of demerger? What are its strategic benefits? What are tax implications

of merger & demerger?

SECTION B

7. For a capital project following information is availableInvestment outlay 5,000

Project life 4 years

Salvage value NIL

Annual Revenue 6,000

Annual Cost 4,000

[Excluding depreciation,

Interest, & Tax]

Depreciation Straight Line

Tax Rate 40%

Debt- Equity Ratio 4:5

Cost of equity 18%

Cost of debt (Posttax) 9%


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Calculate: (a) EVA for all 4 years (b) NPV of project

8. For qualitative & quantitative measures of two divisions following parameters are identified. Theseparameters are assigned score on scale of 0 to 5. Each parameter has been given weightage.

Decide quantitative, qualitative & overall achievement ratio for two divisions & give your conclusion

Parameter Weightage Scale Actual Figs.Quantitative in %age 0 1 2 3 4 5 Div. A Div. BROI [%] 30 20 22 21N/P Ratio[%] 10 < 5 5-7 8-10 11-13 14-16 >16 8 6.5Inventory Turnover 5 9 4 5Market Share[%] 18 15 14 12E.P.S.[Rs.] 12 9 7 5

QualitativeBrand Equity 10 VP P A G VG EX VG VGC.S.R. 3 VP P A G VG EX G AIndustrial Relations 3 VP P A G VG EX EX VGC.R.M. 4 VP P A G VG EX EX EXQuality 5 VP P A G VG EX VG G

VP = Very PoorP = PoorA = AverageG = Good

VG = Very GoodEX = Excellent

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( 4 0 8 A ) VIRTUAL MARKETING

Course: MBAMKT. Sem - IV Marks: 50 Time: 1 Hrs. Date: 11/04/12


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#Attempt any 5 questions.#All questions carry equal marks.

1. Define e-Business, and its importance.2. Differentiate between Virtual Marketing and Traditional Marketing.3. Explain Data warehousing and Data Mining. Identify the differences between

them.

4. Explain in detail Internet Marketing Mix?5. Describe the role of mobile phones in Virtual marketing.6. Write in brief Consumer behaviors on the internet7. Explain the pessimistic factors in online shopping.8. Short Notes (Write any two):-

a. eCRM.b. Intranet.c. Portalsd. e - Payment system.

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Survey No 85/5 A, Opp. Wakad Police ChowkyKatraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.


( 4 0 3 ) CURRENT TRENDS IN MANAGEMENT

Course: MBAII. Sem - IV Marks: 70 Time: 2 Hrs. Date: 4/04/12

Question no 7 is compulsory (28 marks)


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Answer and 3 question from 6 (14*3=42 Marks)

Q1: Six sigma is a systematic, scientific, statistical defect reduction process Explain.

Q2: What are the drivers of Knowledge Management System? And what are the Knowledge management system benefitsto the KPO organization, discuss.

Q3: What are the different aspects of ITES? What are the new methods of e- learning and how is e- learning made effective

under ITES?

Q4: Explain the role of Corporate Governance in corporate performance? Discuss the role of top management withreference to Corporate Governance.

Q5: What are the Motives of Mergers and Acquisitions? Illustrate with 3 examples and explain the motives versus theimpact.

Q6: What is Lean Manufacturing? Explain the concepts of TQM with reference to Lean Manufacturing.

Q7: Case Study :

The Mondragon Model

In the year of 2008, the ideas from Mondragon have become much more important. Mondragon offers a model for creatingnew enterprises in a long term sustainable way which also spreads the wealth created by the enterprise throughout theorganization. This essential fairness is going to be very important as part of the recovery of the marketplace and thefinancial institutions which have failed in providing security and stimulus for real growth.

In the last years of the twentieth century, capitalism and the marketplace have regained global preeminence. Socialist andCommunist economies are considered failures, and based on their performance, that is as it should be. However, what hasbegun to reemerge is an attitude toward jobs and work that we have not seen since the Great Depression. Job security isconsidered part of an old paradigm that is rapidly disappearing. Enormous job cuts across the industrialized world areblamed on market forces that require the "leaning down" of organizations.

The old rule of business is this:When you are faced with the choice of risking your capital to protect jobs or risking jobs toprotect your capital,always protect your capital.The reverse is:

When you are faced with a choice of riskingyour capital to protect jobs or risking jobs to protect your capital, always protect your jobs!

The organization that has reversed the old rule is the Mondragon Cooperative, located in the Basque region of northernSpain. Mondragon represents a paradigm shift for organizational structure and thinking. I believe that an understanding ofits history, structure, and success offers a profound alternative to the singular corporate vision of the future that is now inascendancy.

The History of Mondragon

The Mondragon Cooperative was started in 1954 by a Jesuit priest named Don Jose Maria Arizmendiarreta (I will refer tohim as Don Jose from here on) and five young men. Don Jose was a fascinating man whose background shows courage and

a willingness to stand up for his beliefs. Upon his ordination, he was sent to the Mondragon region to minister to the people.When he arrived in 1941, he found great unemployment, poor education and no positive vision of the future. The assets ofthe region were few but important: industrious people who knew how to work hard, solidarity based on being treated badlyby the Spanish government for hundreds of years, and a strong social structure.

Don Jose began the construction of his paradigm shift by starting an industrial apprentice school in the late 1940s. He alsotaught classes on business ethics to young men who planned to start businesses someday. As the school grew, so too did theunemployment in the region, reaching 20 percent in the early 1950s. Don Jose had read the papal edict that said that thework should he considered part of spiritual development, and he was deeply disturbed by the number of his parishionerswho, because of their lack of a job, could not participate in that aspect of their own spiritual growth.


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In 1955, he began to take action to change the future of Mondragon. He invited five young men who had been in hisbusiness ethics classes to go with him to raise money, in order to buy a business and bring it to Mondragon. They put outthe word that they were looking for loans. They had no business plan; they didnt know what they were going to buy orwhat they would produce. Yet on the strength of their reputations, plus their own personal financial commitment to theproject, they raised $361,604! This in a community with high unemployment. In todays dollars, that would be almostthree million dollars.

With the money in hand, the five went shopping and purchased a small manufacturing company that made Aladdinkerosene heaters. One year after they purchased it, they moved it to Mondragon and the cooperative was born. Theynamed it ULGOR after the first initials of the five principals names. When they asked Don Jose what they were going todo next, he answered, We will build the road as we travel.

In 1956, the company had 24 employees. In 1958, it had 149 employees. In 1990, the Mondragon Cooperative Complex, ofwhich ULGOR was the first of many connected cooperatives, had 21,241 member employees. It consisted of a complex ofmore than one hundred enterprises and was worth more than $2.6 billion. In the last half of the twentieth century,Mondragon has grown and developed a unique worker democracy in which the employees own the enterprises. The capital-worker relationship has been inverted and entrepreneurship flourishes at a rate of success unparalleled anywhere else in theworld. The Mondragon success rate in starting and maintaining new enterprises hovers around 80%, an astounding successrate when compared to the world average of 20%.

The Principles of Mondragon

Five guiding design principles have resulted in Mondragons incredible record of job creation and community continuity.Although the Basque country has special conditions that helped Mondragon flourish, any organization anywhere in theworld can learn from this half-a-century-long experiment.

Power Structure : The first principle of Mondragon is that of democracy. It is a cooperative; therefore, every workerhas a vote. The workers elect the board of directors and the board of directors hires the managers. This has a positive effecton the workers, because the people they elect are the people who hire their supervisors. If they don't like what themanagement is doing, they can always vote out the board. Part of the democratic structure is a worker's congress whereeveryone has a vote. There is also a watchdog council of workers that watches upper management and a social councilmade up of representatives of teams of twenty to fifty workers. In short, everyone has a voice and a representative with avoice. Although unions also exist within the cooperative, they play a very different role than in most corporations becauseof the high quality of communication between management and the workers and the power balance that is already in place.In Short, the principle of democracy allows the workers to know that, if they wish, they can fundamentally restructure anyor all of the Mondragon Cooperative Complex. They are the final decision makers.

Financial Structure : Worker democracies are unusual, but they are not unique. However, the financial structure of theMondragon Cooperative Complex has no parallel in the world. Let's take a look al the key pieces.First, all workers must put some of their own money into the cooperative they are part of. The money accumulates interestbut can only be removed upon retirement. It guarantees that everyone has something to lose if the enterprise fails; it alsocarries with it a reward at retirement if the enterprise is successful. Second, a bank was created within the cooperativestructure that serves the cooperative and is itself a cooperative. It has a very clear mission, which is to fund new jobs so thatall people who wish to work in the Mondragon area can do so. This mission is even more important than making the bestreturn on investment, thus violating the prevailing paradigm of banking. Simply put, the Mondragon cooperative bank risksits capital to grow and develop the job base of the community.

All workers and the Mondragon cooperatives must use this bank. It holds the savings and retirement funds of the workersand processes all the funds flowing through all the Mondragon enterprises. In exchange for this monopoly of money, it

provides services no other bank in the world provides to its members: Strategic information and guidance for both old and new businesses Up-to-date marketing reports that suggest new products and services that are needed in the region and

throughout Europe.

A staff of older executives ready to mentor new cooperatives A willingness to fund start-ups to create new jobs in the area

The Mondragon bank perceives itself not just as a guardian of the money it uses, but as a catalyst for creating new businesswithin the Mondragon Cooperative Complex structure. It always has the welcome mat out for anyone who wishes to create


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more jobs. Because of this attitude and the great skills Mondragon has developed in nurturing start-ups, its entrepreneurialsuccess rate has been 80 percent! That is the failure rate for the rest of the world!

By the 1980s, the cooperatives bank had funded over one hundred new cooperatives and only three had failed. One Britisheconomist studying Mondragon declared this rate of success to be so startling as to be a miracle. Another researcher,Robert Oakeshott, wrote that if you measured the bank by the criteria of creating worthwhile jobs or mobilizing savings, itis outstanding. So successful has this bank been that in the 1980s it had to petition the Spanish government to allow it toloan money beyond the legal limits set for it because it had more money than the cooperative could effectively utilize. Inmany ways, the bank as acted like the head office of a private holding company. The only difference is that it is owned by

its customers.

The Education Connection : The third principle islinked to education. Remember that Don Jose had started a technicalschool back in the 1940s to serve the young people in the Mondragon region. That school evolved along with thecooperatives. The needs of the growing cooperatives were always connected to the curriculum of the school. Many of thestudents also worked at the co-ops, so they could see the direct connection between their preparation and their job. Theschool added students and increased the range of its curriculum. It added management and marketing departments and nowis considered one of the best business schools in all of Europe. As of 1990, more than 6,500 students were enrolled indegree programs and 3,500 in other types of training courses. This direct connection to specific enterprises and jobs israrely emulated in the United States except with such programs as the Motorola University in Schaumburg, Illinois. Buthere we are describing a complete community, with a commitment to sustain an educational system that reinforces theability to keep jobs within the region.

By the way, those marketing studies the bank maintained for would-be co-op entrepreneurs? They were done, for the mostpart, as coursework for the marketing program at the school. What more powerful incentive could yougive students than toknow that their work might very well be the basis of a vigorous new enterprise just down the street?

Pay Scales and Equity :The fourth principle focuses on the concept of fair pay. This issue, symbolizing who is andwho is not important in a society. is becoming a trigger issue in the United States as CEOs take larger and larger pieces ofthe pay pie. The Mondragon Cooperative Complex had three things going for it: fairness as part of the culture, a distinctlyChristian slant to its enterprise ethics, and the Basque hallmark of moderation. As a result, the cooperative could create anextraordinary set of payment relationships and make them work.

Specific pay ratios were set in 1955 and held until the 1980s. The person at the top could earn no more than six times thesalary of the person at the bottom of the cooperative. If the boss wanted a raise, everyone got a raise. In the United States,in 1996, the ratio was about 115 to 1 in major corporations. Recently, the ratios at Mondragon have increased to 15 to 1,

because the rest of Spain has recognized how good Mondragon's managers are andlured them away with higher salaries.Raises within various sectors of each cooperative are determined by many standard measures of productivity andabsenteeism, but they also include unusual measures such as "relational skills," or how well the worker gets along withother people. That measure, in particular, constitutes 20 percent of the pay raise decision. Salaries are called anticipos, pay-ments in advance of profits. Workers who choose to leave their job can be penalized up to 30 percent of the accumulatedprofits in their retirement fund. If they are fired for a grave offense, significant penalties can be imposed.

In case of job loss, workers are paid 80 percent of their salary plus 100 percent of their social and health insurance fortwelve months. The Mondragon Cooperative Complex is self-insured for job loss, so that is the very last thing it wants tohappen. In fact, a whole series of actions must occur before a worker loses his or her job.

For instance, before someone is laid off, any profits accumulated during the year in the specific cooperative would be usedto pay for the job position. If that is not enough, then all wages in that cooperative are dropped to 85 percent of standard. Ifthat still isn't enough to finance the continuation of the job, the worker is transferred, if possible, to another of the co-ops in

the Mondragon structure. And if that job pays less than the previous job, the unemployment fund makes up the difference.Finally, if all of these efforts fail, the worker goes on unemployment and immediately begins receiving educational benefitsto acquire new skills as fast as possible.

How well does this program work? During the world recession of the early 1980s, the Basque region lost 150,000 jobs. Atthe same time, the Mondragon Cooperative Complex created an additional 4,200 jobs. The final result: only 104 of itsworkers, or six-tenths of 1 percent, ended up unemployed.

Retirement : The fifth and last principle centers on an equitable retirement plan. The Mondragon Cooperative Complexself-funds and fully funds its retirement package. Workers contribute 32 percent oftheir earnings and receive 60 percent oftheir final salary. The cooperative also paid for all workers' health care until the late 1980s, when the Basque governmentassumed most of the financing. One nice touch is that as part of the retirement package, the worker is given a vegetable


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garden plot if he or she doesn't already have one.

To Conclude : The Mondragon model is not perfect. It requires a long-term commitment to moderation instead of excess.For too many in the industrialized world, excess is considered the only measure of success. The Mondragon model alsorequires a commitment to the community and the people of that community rather than to a quest for short-term profits.And it requires a new kind of banking paradigm.

Yet Mondragon also represents something very important:

It is a noble forty-year experiment illustrating that the marketplace of competition contains a significant place forcooperation.

It is a work community where religious values and ethical considerations of fairness and democracy thrive to the benefit ofcapital formation and significant profits.It is a place where fear really has been driven out of the workplace in many ways.It is a clear demonstration that only human beings can add value to capital. It is never the other way around!If nothing else, Mondragon serves as a reminder to us all that more than one pathway to the future exists. We must never beafraid to search for the one that lies on the highest ground.

Q7 a: Is there a paradigm shift in the model seen here to the contemporary business of today? Discuss.Q7 b: Is Worker democracy and ownership viable alternative to the stockholder paradigm? Discuss and evaluateQ7 c: How has the entrepreneurial wealth been created in this model and what are the advantages and drawbacks of this

model?

Q7 d: How is education plus community vision plus a bank that is committed to job formation instead of capital formationcan create a long-term community job base in this case? Explain.

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( 4 0 4 A ) SERVICES MARKETING

Course: MBAMKTG. Sem - IV Marks: 70 Time: 2 Hrs. Date: 5/04/12

#Question No. 1 is compulsory#Solve any 4 questions from the remaining.

1.Motivating Employees to Care for the Customer: The Case of Hospitals


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Hospital patients have enough problems with their illness not to confront poor service as well. Dr. Damle, Dean ofOm Multispecialty Hospital, underscored the problem. Whether the physician, the house staff or the nurse, the waiter,x-ray or emergency room, the admitting clerk is rude; the maid who bumps the bed while cleaning: the parking-lotattendant who is less than helpful when the lot is full; the cafeteria that turns away visitors; the pharmacy that haslimited hours for outpatients - all of this suggests that hospitals operate for their own convenience and not that of thepatient, his family and friends.

Hospitals today are turning to guest-room programs to train and motivate Physicians, nurses and other employees in

hospitality. Om Multispecialty Hospital is among the latest of several hospitals to add a further wrinkle- a guaranteedservices program. Om Multispecialty set up a fund of Rs.5, 00,000 out of which they pay patients who have a justifiedcomplaint ranging from cold food to overlong waits in the emergency room. The hook is that any money not paid outof the fund at the end of the year is divided among the hospitals employees. This plan has added a tremendousincentive for the staff to treat the patients well. There are fifty employees and no patients have to be paid by the end ofthe year, each employee gets an Rs.10, 000 as bonus. In the first six months, the hospital had to pay out only Rs.9, 000to patients.

Questions:i. Explain the role of service employees in achieving better customer satisfaction in Hospital Marketing. (5)

ii. Discuss the concept of Service Profit Chain with the help of above mentioned example. (4)iii. Discuss the important issues related to Hospital/Healthcare marketing. (5)

2.

Discuss the difference between Goods & Services. Also explain unique features of services and challenges inmarketing of services due to these features.

3. Customers of services do not change brand frequently as compared to that of Goods. Do you agree with thisstatement? Justify your answer.

4. Explain SERVQVAL model of service quality.5. Customers of services do not change brand frequently as compared to that of Goods. Do you agree with this

statement? Justify your answer.

6. What is service blueprinting? Explain the concept with suitable examples.7. Write short notes on (Any Two) :a. The role & importance of Physical Evidence in Services Marketing.

b. Pricing of Services.c. Services Marketing Triangle.d. Explain the techniques to manage demand variations in Public Transport Services.

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( 4 0 7 D ) P R O J E C T M A N A G E M E N T

Course: MBAOPR. Sem - IV Marks: 50 Time: 1 Hrs. Date: 10/04/12

Section A: Answer any three questions from the questions 1 to 4 - 30 marks

1. Project activities are found to be usually inclusive of large amount of buffertimes; yet many projects suffer from time delays. What are the reasons for the

same? How to overcome this problem?10 marks

2. How does the project work breakdown structure lead to the creation of the GanttChart for the project?10 marks

3. What is the significance of the acronyms BCWS, ACWP and BCWP? How arethey used to monitor and control the project execution using the Schedule

Performance Index and the Cost Performance Index?10 marks

4. Identify the activities required to be performed in each stage of the project lifecycle? What is the impact on the project if these activities are individually not

carried out properly?10 marks

Section B: Question 5 is compulsory -20 marks

5. Write short notes on:a. Constrained project resource

b. Reduction of program uncertainty and riskc.

Handling project overhead costs

d. Project charter

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( 4 0 6 C ) BUSINESS APPLICATION

Course: MBASYS. Sem - IV Marks: 70 Time: 2 Hrs. Date: 9/04/12

#Question 1 is compulsory.

#Attempt any three from the remaining.

#State assumption made if any.

Q.1 Explain Customer Order ProcessingFrom Enquiry Processing to dispatching and

invoicing.Draw the following:

1st Level DFD

ERD

Table design [20]

Q.2 Explain, how GRN (Goods Receipt Note) for vendor is processed in the stores. [10]

Q.3 Describe PPC (Production Planning and Control) Cycle. [10]

Q.4 Design the screen to enter employees personal, salary and allowances

details. Also state the major validations required. [10]

Q.5 Write short notes: (any 2) [10]

a) Day books

b) VED

c) Employee Recruitment

d) Subcontracting

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( 4 0 8 D ) S T R A T E G I C S O U R C I N G


#Answer any 4 questions. All carry equal marks.#Please follow the word limits given. Use bulleted lists, tables and charts to clarifyand explain briefly and clearly.

Q1 Why is the term Strategic Sourcing used to define what Michael Porter called

Procurement in the value-Chain? (250 words)

Q2 Explain the concept of Supply-Network particularly with reference to the

Manufacturing Industry. (250 Words)

Q3 Explain Strategic Purchasing, using the differentiated model to maximize

effectiveness. (250 Words)

Q4 Define the current concept of Supplier Relations. How is it integrated with the

concept of Lean Manufacturing? (250 Words)

Q5 Write Short explanatory notes (150 words each) on any 2 of the following:

A)Stores Function and its interface with Supply.B)Concept of Order Penetration and links with Ordering.C)Supply Management in Service Industry.D)Determinants of Outsourcing.

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( 4 0 6 E ) S T R A T E G I C H R M

Course: MBA

HR. Sem - IV Marks: 70 Time: 2 Hrs. Date: 9/04/12#Question 1 is compulsory#Attempt any 3 questions out of the remaining

Q1. Study this case study and answer the questions following it (25 marks)Modern Industries Limited (MIL) in Bangalore is an automobile ancillary industry. The company started manufacturingautomotive components over two decades ago in a small way and has grown steadily over the years, employing over 4,000persons at present with the turnover exceeding Rs.100 crores. Its products are selling well and earning a sizeable amount ofprofits.

The company is controlled and managed by an industrialist family. known for their shrewdness and business acumen. Theyare among the first generation industrialists who started their industrial ventures in a modest way, during the early phase ofindustrialization in the country and along with the growth of automotive industry, MIL also grew up.

The present Chairman, Mr. Suresh Shah had been with the company right from it's inception. He started his career as anengineer trainee, rose to the position of the Managing Director and in 1983 became the company's Chairman. As a result, heis acquainted with every minute detail and also with every employee who has been in the company for long. He continuesto keep in close touch with them and is easily accessible to all of them, overruling hierarchy. A high premium is placed ontheir loyalty and their long services are valued. The Chairman of the company firmly believes that each one of them hascontributed significantly towards the growth of the company. In the light of the fact that the company maintained a "strongutilitarian culture" all along, the contribution of each and every employee had to be substantial and they were rewardedaccordingly. At the same time, there were many instances, where the services were terminated due to inadequateperformance.

Mr. Janardhan Thakur joined MIL as a training instructor, over two decades ago. Prior to that, he served as an instructor atan Industrial Training Institute. He had himself obtained the craft instructors' certificate from ITI. He was 35 years old and

his main task was to recruit young persons as trainees, either under the Apprentices Act or as company trainees and thentrain them as craftsmen. Most of these trainees were absorbed to meet the growing needs of the company, and Mr. Shahused to personally involve himself in the process of recruitment and training of craftsmen. Mr. Thakur was directlyreporting to Mr. Shah, despite the vast gap in the hierarchy. Mr. Thakur was promoted to the rank of trainingSuperintendent in 1980, though there was not much change in his job content. The growing phase of the company waspractically over by that time, and the Apprentice training became a mere statutory activity. The company did not have thevacancies to absorb the trained apprentices, and therefore, Me. Shah's involvement in apprenticeship training also receded.The training activity became a subsidiary activity and was not given much importance.The winds of change were blowing through MIL also. Mr. Anil Shah, the son of the founder industrialist took over as theManaging Director of MIL in 1983, whereas Mr. Ramesh Shah continued to be the Chairman of the company.

The young MD was full of new ideas. He wanted to revitalise the company from all aspects and diversify into hightechnology areas. He wanted to modernise the present plant and change the management style from the traditional directcontrol approach to a systems controlled approach. A modern computer was bought and computerisation was introduced.

The company had to face many problems while introducing these changes. One of the major hurdles was the problem of anumber of senior employees, who were not adequately qualified or developed, but had grown into senior positions. Earlierthe touchstone was loyalty and hard work rather than competence. In the light of this situation, new competentprofessionals had to be hired to introduce the changes.

MIL was well-known for its aggressive personnel policies. Anyone who joined the company had to struggle hard for hissurvival as the company was ruthless in sacking those who were not meeting the requirements. It was particularly so in caseof the new appointees, which in turn necessitated them to be ruthless in their work The older employees felt threatened andresented the changes and the consequent pressures. Therefore, they collectively approached the Chairman and requestedhim to intervene and safeguard their interests. The Chairman, who was not himself happy with all the changes, issued


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instructions to the MD, to the effect that no old employee be dislocated. The new MD had no other option but to complywith the order.

The MD was interested in trying out the HRD approaches to train all the employees, particularly employees who wereturning out to be deadwoods. He hired Mr. Kumar in 1984 as a Training Manager. Mr. Kumar was basically an engineerbut had considerable experience with a multinational company in the field of HRD, particularly in Training andManagement Development. He re-organized the training set up by inducting two Assistant Managers. Mr. Thakur was nextto the Assistant Managers in the hierarchy 'and reported to Mr. Kumar directly and continued to manage the affairs related

to apprenticeship training.Until Mr. Kumar came along, Mr. Thakur had enjoyed the position of the head of the training division, though there was noother training activity apart from apprenticeship training. He was operating independently and was reporting directly to theMD. He continued to do so even after the organisation had grown in proportion. Mr. Thakur felt demoted in the new set up.He felt as if he lost his position and individuality in the organisation, and his pride was seriously hurt. He was not preparedto accept Mr.Kumar as his boss .and he started behaving in an irrational manner. He resented the vast gap created betweenhim and the top man in the new structure.

Mr. Kumar tolerated him with the hope that Mr. Thakur would reconcile himself to the changes, in time. Unfortunately, hecontinued to behave in the same way and there was no improvement even after one year. When Mr. Kumar tried to counselhim, Mr. Thakur demanded to be promoted to the level of Assistant Manager, as he happened to be the senior most personin the department.

Kumar promised to look into his demand. On a careful analysis of the personal docket of Mr. Thakur and all the previous

documents, he found out that Mr. Thakur was over promoted and also over paid for the job that he was doing. Leave alonebeing entitled for further promotion, Mr. Thakur was not even fit for his present position.

The company did not have a formal performance appraisal system. It's products were selling well, the profitability wasgood and accordingly all the employees were rewarded well. Promotions and extra increments were given arbitrarily basedon the personal likes and dislikes of the top man, rather than on any objective analysis of performance or potential of anindividual. No formal manpower planning or organisational planning existed. No efforts were made to forecast implicationsof such a system in future. On the whole, the company did not have any formal projection for the future.

The company followed the practice of giving long service .certificates and awards to all those who had completed 20 yearsof service in the company. Mr. Thakur had got his certificate only recently. There were several employees belonging to Mr.Thakur's category. All of them united and met both formally and informally to discuss their strategies and demands. Theyused to put up their grievances to the management collectively. They had established a very strong rapport with the

Chairman, Mr. Shah. Mr. Kumar presented all the facts to Mr. Thakur to convince him that his promotion was not possible.As the latter was not used to the kind of logic presented by Mr. Kumar, he dismissed all his arguments as sophisticatedjargon, irrelevant to the context of his company. He was particularly bitter about the fact that his promotion was turneddown whereas there were several people with similar background who have got their promotions. Therefore, there wasfurther deterioration in his behaviour. He started ignoring the directions of Mr. Kumar and worked as per his own whimsand fancies, behaving arrogantly. He even went to the extent of challenging Mr. Kumar that he could neither promote himnor demote him in the prevailing situation. So long as he was protected by the Chairman of the company, there was nothingfor him to worry about and his job was practically secure.Mr. Kumar optimistically hoped that Mr. Thakur could overcome his frustration and anger over a period of time.Unfortunately, even after another six months there was no sign of any progress. In fact, the situation deteriorated furtherwith Mr. Thakur becoming more confident in his belief that' Mr. Kumar was powerless to deal with him. He turned out tobe a drag in the department, purposely creating problems for Mr. Kumar.

In MIL the annual increments and general raises were given as a policy to every employee which is termed as. the "Janataraise" Mr. Thakur was quite sure that he would get his Janata raise and reconciled himself to that. Mr. Kumar tried to stopthis raise but could not do so. There were several bullies belonging to Mr. Thakur's category in the organisation and one ofthe tasks of the Training Manager was to handle such people. Though he had organised a few training workshops in thebehavioural areas, it had not brought about the required attitudinal changes. Right under his nose he had a person whosebehaviour he was not able to amend. Mr. Kumar realised that the desired changes were not possible, so long as the "flatsecurity" was there.

Due to a change in the governmental policy, there were several new competitors to MIL and the MD felt there was a strongneed and urgency to bring in changes in the organisation, to make it more dynamic and competitive. It was no longerpossible to carry on the organisational dead woods. Mr. Kumar was under great pressure to look into all such cases in the


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organisation, on a priority basis. When he explained his difficulties, the MD suggested that he should approach theChairman to apprise him of the facts.

Mr. Kumar met the Chairman and apprised him of the situation particularly citing the example of Mr. Thakur. TheChairman, in turn attributed the blame to Mr. Kumar himself, questioning him as to why a faithful and normal employeehad turned into a problematic case under Mr. Kumar within one year.

Mr. Kumar is now left with no alternative but to ignore Mr. Thakur and continue in his efforts to change the other difficult

employees. However, he will not have the moral right to intervene in such cases.

Alternatively he could simply promote Mr. Thakur and buy peace irrespective of whether he deserves it or not.

Questions

Q1a. Is it right on the part of the Chairman to protect the senior employees, thereby causing problem to the new MD? (5marks)

Q2b. How should have, the MD resolved this case pertaining to Mr. Thakur (10 marks)

Q3c. Explain the performance management and training strategies to be employed in this case in order to avoid recurrenceof such incidences in the organization. (10marks)

Q2. Distinguish between vision & Mission of the business. How is environmental appraisal done? (15marks)OR

Q2. Explain the need of HR strategies for organizational stability and growth (15marks)

Q3. Explain the role of competency mapping in career development (15marks)

Q4. Explain the objectives of compensation strategies. Explain any two compensation strategies

Q5. Write short notes on any two of the following (15 marks)a) Learning Organizationsb) Human issues in Mergers and Acquisitionsc) Women in workforced) Autonomous work teams

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( 4 0 6 B ) RISK & INSURANCE MANAGEMENT


Each question carry equal marksAttempt any three questions

1. What are the RBI Guidelines to Banks on Clear Functional Separation on RiskManagement?

2. What is Risk Management? Discuss in detail the process of Risk management.3. What are Futures? Discuss the various Futures applications in Currency,

Index, Interest rate futures, stocks and commodity futures.

4. Discuss various pages of Legal requirements in formation ofLife Insurance Contracts. Which type of parties is debarred from entering into acontract?

5. Write short notes on (any two)

i. Endowment Policy Assurance

ii. Bancassurance

iii. Pure and Speculative Risk

iv. Insurance from the view point of individuals

v. Derivatives Options and basics of strategies used to trade options derivatives.

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( 4 0 8 B ) STRATEGIC COST MANAGEMENT


#Solve any two from sectionI and any one from Section -I I

Section-IQ. 1Life cycle cost reduction is best achieved during the stages of the product life cycle.

Do you agree or disagree? Explain [15]

Q. 2 What is valuechain analysis? What role does it play in Strategic cost analysis? [15]

Q. 3 Explain the concept Strategic Management? State the different types of Strategies. [15]

Section-II

Q.4 Bombay Electronic makes audio player model AB 100, BD 100, CD 100 and FD 100. Details of

cost relating 4 similar types of player are: [20]

Product AB 100 BD 100 CD100 FD 100

Output (Nos.) 120 100 80 120

Per unit:Direct Material (Rs.)

40 50 30 60

Direct Labour (Rs.) 28 21 14 21

Machine hours (nos.) 4 3 2 3

Products are usually produce in production runs of 20 units and sold in batches of 10 units

Production overheads are currently absorbed using machine hour rate and total production overhead

for the period has been analyzed as follows: (Amount in Rs.)Machine department cost 10,430Set-up costs 5,250Stores receiving 3,600Inspection/ Quality control 2,100Materials handling and dispatch 4,620

Cost driver to be used as follows:Set up costs No. of production runsStores receiving Requisition raisedInspection/ Quality control No. of production runs

Material Handling & dispatch Orders executedNo. of requisitions raised on stores is 20 for each product & No. of orders executed is 42No. of units in each order is 10

You are required to calculate:a) Total cost for each product if all overhead costs are absorbed on machine hr. basisb) Total cost for each product using Activity based costingc) Comment briefly on difference obtained in (a) & (b) aboveQ.5 Perfume Soaps Ltd. is to choose which of two delivery vehicles to buy. Vehicle A or Vehicle B.


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Statistical and cost information about each type of vehicle is a follows:

Particulars Vehicle A Vehicle B

Annual mileage ( miles) 20,000 20,000

Capital Cost (Rs.) 25,000 40,000

Annual tax and insurance (Rs.) 700 900

Operating costs

Fuel consumption 3 miles/ litre 4 miles / litre

Oil consumption 5 litre/1000 miles 5 litres/ 1500 miles

Fuel cost 45 per / litre 45 per/litre

Oil cost 60 per/litre 60 per/litre

Maintenance Costs

Service interval Every 3,000 miles Every 4,000 miles

Cost of service Rs.450 Rs.200

Random breakdowns Every 5,000 miles Every 20,000 miles

Cost of breakdown Rs.600 Rs.900

Expected life 6 years 6 years

Disposal value at end of life Rs.1,000 Rs.5,000

The companys target DCF rate of return is 10%. Which type of vehicle should be purchased?

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I N D I R A I N S T I T U T E O F M A N A G E M E N TSurvey No 85/5 A, Opp. Wakad Police ChowkyKatraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.


( 4 0 8 C ) I N T E R N E T T E C H N O L O G Y



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#Q. 1 is compulsory.#Each question carries equal marks.#Solve any four questions from remaining questions.

Q. 1 What is list? Explain various types of lists along with related tags and attributes.

Q. 2 Write HTML code to read personal details of student. When user clicks on Submit button, insert these

details into the Student table using ASP.Q. 3 Explain various text formatting tags with attributes.

Q. 4 Explain Date and String functions of VBScript.

Q. 5 Write short notes on:

1. CSS2. XML

Q. 6 Write code to create following table:

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( 4 0 5 D ) T E C H N O L O G Y M A N A G E M E N T



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# ANSWER ANY FIVE QUESTIONS (5 x 14 =70)

1. Define Technology Management and examine the relationship between the roleof technology and overall business strategies of a firm. Give examples.

2. What is interaction between science, technology, and business? How do theseinteractions effect industrial growth? Discuss with suitable examples.

3. Differentiate between invention and innovation. In what ways innovationcontinues to contribute to a business firms growth? Illustrate your answer with

some India examples.

4. Why is Technology Assessment important? Explain the stages involved inTechnology Assessment.

5. Explain any four of the following:a. Autonomous Research Councils in India: Purpose and Role

b. Technology Management linkages at Enterprise levelc. Main feature of Science & Technology policy of Indiad. Sources of Technology Informatione. Developing Diffusion Strategy

6. What are Intellectual Property Rights? Why they are important? Discuss thevarious aspects of management of IPRs?

7. Explain the concept of Technology Diffusion. Why is technology diffusionimportant? What impact has current world scenario on the technology diffusion

cycle? Give reasons for your answer.

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( 4 0 4 D ) O P E R A T I O N S S T R A T E G Y



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# Answer any five questions

# All question carry equal marks

1.Explain difference between Business Strategy & Operations Strategy. What does

Operations Strategy focus on ? Highlight any 3 essential factors for evolving the

Business Strategy for a ready to eat snacks food manufacturer.2.Define Role of Manufacturing Operations for a Garments Manufacturer for making

Business Strategy for achieving competitiveness.

3.Illustrate with examples how a Service Provider like an Insurance Company will need

to work on Changing Market Requirements & highlight features for its Value Chain.

4.Explain with illustrated examples the meaning of Generic & Specific Strategies in a

Dynamic Market of Mobile Services Providers.

5.Explain with illustrations the concepts of Progression & Regression related to a Chain

of Restaurants of Fast Foods & Beverages.

6. Explain with examples the Concept of Order Qualifiers & Winners in relation to the

product namely Bicycles.

7.What is Lean Management & Why is it desirable to adopt this method. Which Tools

& Techniques need to be applied to become Lean ? Explain with examples, how these

will help a Company of Annual Turnover of Rs.100 Crores making Auto Parts / Spares

can become successful to gain min. profit of 25 %.

8.Explain the meanings of - P Q C D S & M. Name the specific measurements in

relation to a Manufacturer of Computer Parts OR a Service Provider namely Logistics

Services.

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Survey No 85/5 A, Opp. Wakad Police ChowkyKatraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.


( 4 0 4 B ) I N D I R E C T T A X A T I O N


# Question 1 is compulsory


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# Attempt any four questions from the rest.# Question 2 to Question 6 carry equal marks

Q1) Attempt the following: Marks: 20

i) What do you mean by assessable value under Central Excise?ii) A service provider provides taxable service at an gross amount of Rs.

20,00,000, compute service tax?

iii) Explain TIN?iv) A & Co. charged Rs. 15,000 per unit from their customer for sale of 10 units.

The goods were manufactured by A & Co. out of raw material supplied by the

customer for such manufacture. The raw material was purchased by customer

for Rs. 50,000. Compute assessable value of 10 units, rate of excise duty

10%+ cess.

v) Explain the concept of input tax credit under VAT?Q2) Define the following:

i) Manufactureii) Dealer under VAT

Q3) Explain the provisions (any two):

i) Valuation Rules under Central Exciseii) Exemptions under Service Taxiii) Credit of tax paid on purchases under VAT

Q4) Write short notes (any two):

i) Self Assessment under Central Excise.ii) Filing of returns under Service Taxiii) Invoice under VAT.

Q5) Explain the rules of Cenvat Credit under Central Excise?

Q6) Discuss nature of Service tax. State any two important taxable services?

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( 4 0 7 C ) I N F O R M A T I O N S Y S T E M S A U D I T


# Q.1. is compulsory(25 Marks)


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# Answer any Five from remaining

Q.1. A company is having its presence in 17 countries in the world. The company has

already implemented ERP which integrates the operations in all the 17 countries.

Recently the company is acquiring another 4 companies in 2 more countries. Now the

company wants to analyze the integration of the existing IT processes with the newlyacquired companies. As an implementation member,

What should be the audit perspective? Justify.

What controls will have to be audited? Explain.

What should be the contents of the Audit Report?

Q.2. Explain the concept of Information Systems Auditing. What do IS auditors actually

do? Explain.

Q.3.What are controls? Explain in detail Internal and external controls.

Q.4.List and explain the steps in Audit Planning.

Q.5.What is the scope of IS Audit? List and elaborate the contents of IS Audit Scope.

Q.6.What is Database Audit? Explain the steps in Database Audit.

Q.7. Why are networks required to be audited? Explain with examples.

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( 4 0 5 A ) MARKETING STRATEGY & RELATIONSHIP MARKETING


# Attempt any four questions.

#All questions carry equal marks


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QI) Write short notes on any two:

a) Competitor Analysis.

b) Customer Analysis.

c) Sales & Profitability analysis.

Q2) "Differentiation strategies are useful in obtaining sustainable competitive

advantage". Explain it with the help of appropriate examples.

Q3) Explain the concepts of database, data warehousing and data mining. Is

customer database marketing really profitable to a small scale firm engaged in

marketing consumer products?

Q4) "Relationship Marketing holds the key to competitive edge. The essence ofRelationship marketing lies in the firm creating a strong group of loyal

customers"- Comment.

Q5) State the differences between consumer goods markets and industrial goods

markets. What marketing strategy would you adopt for marketing industrial

goods? Explain with examples.

Q6) Write short notes on any two:a) Paradigm shift in marketing.

b) Customer acquisition Vs Customer retention.

c) IT enabled RM.

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( 4 0 6 A ) P R O D U C T & B R A N D M A N A G E M E N T


# Attempt any four questions.

# All questions carry equal marks


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Q1) Discuss the process of New Product Development.

Q2) Describe brand elements ofa) Coke.

b) Dove.

Q3) Brand is built in the minds of people. Do you agree? Explain this incontext to "DLF IPL".

Q4) Describe Brand Extension at length with proper illustrations.

Q5) What is brand endorsement? Explain role of celebrities in endorsing the

brand.

Q6) Write Short Notes on - (Any 2):a) Augmented Product

b) Product-Mixc) Co-branding.d) Factors influencing design of the product.

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( 4 0 6 D ) Q U A L I T Y M A N A G E M E N T


Q.1 and Q.2 carry 20 marks each

Q.3 nad Q,4 carry 15 marks each

Q.1 Ashaft designerand manufacturer has manufactured a lot of 30 shafts. USL, LSL and nominal diameter of

the shaft should be 0.55 mm, 0.45mm and 0.5mm respectively. Diameters of all the 30 shafts are as below:

0.469 0.488 0.496 0.511 0.521 0.537

0.463 0.484 0.496 0.502 0.517 0.533

0.468 0.499 0.496 0.512 0.522 0.533

0.475 0.492 0.499 0.515 0.534 0.534

0.477 0.493 0.51 0.519 0.537 0.546

Cost of rework for a shaft with diameter 0.511 is $0.03

Find out the total loss occurred for the whole set of 30 shafts by using Taguchi Quality Loss Function

Q.2 In the Banking sw projects the defects are defected as given in table below.

Number of Defects

SW Project

Number

Serious

A

Not So Serious

B

Minor

C

1

2

3

1

1

5

4
http://www.brighthub.com/engineering/mechanical/articles/45105.aspxhttp://www.brighthub.com/engineering/mechanical/articles/45105.aspxhttp://www.brighthub.com/engineering/mechanical/articles/45105.aspxhttp://www.brighthub.com/engineering/mechanical/articles/45105.aspx


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4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

1

1

1

2

1

2

4

1

1

1

2

1

3

3

9

6

1

3

1

2

4

6

3

4

2

If the weights given for the different class of defects are: A : 10, B : 5, C : 1, construct appropriate stabilised

control chart/charts for quality.

Q.3 What do you mean by Quality Function Deployment ( QFD )? Explain QFD template in detail with

suitable example.

Q.4 What do you mean by Failure Mode Effect Analysis ( FMEA )? Explain the difference between

Design FMEA and Process FMEA with suitable examples

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Documents

Mba - II Master April 2012