Q1. State the important considerations for locating an automobile plant.

Answer: To locate an automobile company or plant many thing should be consider. For an automobile plant automated flaw lines, automated assembly lines, flexible manufacturing systems, global transition rapid prototyping. Building manufacturing flexibility things are necessity.

About the automated flow lines we can say it is a machine which is linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line.

Human intervention ma is needed to verify that the operations ate taking place according to standards. When these cab be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established.

In fixed automation or hard automation, where one component is manufactured using services operations and machines it is possible to achieve this condition. We assume that product life cycles are sufficiently stable to interest heavily on the automate flow lines to achieve reduces cast per unit.

Product layouts ate designed so that the assembly tasks are performed in the sequence they are designed at each station continuously. The finished item came out at the end of the line.

In automated assembly lines the moving pallets move the materials from station to station and moving arms pick up parts, place them at specified place and system them by perusing, riveting, & crewing or even welding. Sensors will keep track of there activities and move the assembles to the next stage.

The machines are arranged in a sequence to perform operations according to the technical requirements.

The tools are loaded, movements are effected, speeds controlled automatically without the need for workers involvement.

The flexibility leads to better utilization of the equipments. It reduces the numbers of systems and rids in reduction of investment as well as a space needed to install them. One of the major cancers of modern manufacturing systems is to be able to respond to market

Demands which have uncertainties.

Prototyping is a process by which a new product is developed in small number so as to determine the suitability of the materials, study the various methods of manufactured, type of machinery required and develop techniques to over come problems that my be encountered when full scale manufacture is undertaken.

Prototypes do meet the specification of the component that enters a product and performance can be measured on these.

It helps in con be reforming the design and any shortcomings can be rectified at low cost.

Flexibility has three dimensions in the manufacturing field. They are variety, volume and time. There demands will have to be satisfied. In that sense they become constraints which restrict the maximization of productivity. Every business will have to meet the market demands of its various products in variety volumes of different time.

Flexibility is also needed to be able to develop new products or make improvements in the products fast enough to cater to shifting marker needs.

Manufacturing systems have flexibility built into them to enable organization meet global demand. You have understood how the latest trends in manufacturing when implemented help firms to stay a head in business.

Q2. Explain essentials of Project Management Philosophy Ans. Project Management Essentials

Course Overview The foundation of what every project manager needs to know in order to successfully manage projects is presented in this three-day course. PM Essentials covers the basic concepts of the five fundamental project management processes: initiating, planning, executing, monitoring and controlling, and closing. Participants gain an understanding of how the project management processes are used during each phase of a project to build a better, more effective project plan.

Through the use of short case studies, practical exercises, class discussions, and lectures, participants have the opportunity to apply best practices in a non-threatening classroom environment.

Key Outcomes Upon completion of this course, participants will be able to:

Define and develop elements of an effective team charter Describe the stages of team development Identify the elements of triple constraint Develop a project scope statement Create a work breakdown structure (WBS) Describe and use different types of estimates Determine strategies for handling change requests Identify, quantify, and manage risk Develop, monitor, and control schedules Explain the importance of a project closeout process Course Outline The Project Management Environment

Define basic project terms (project, program, operation, project management)

Explain project management methodology and process groups Perform a stakeholder analysis Kicking Off the Project

Identify elements of a project charter Describe the stages of team development Identify outputs of a kickoff meeting Identify the elements of an effective project workbook Develop a team charter Defining the Project Scope

Differentiate between project and product scope Explain the concept of triple constraint Create a scope statement Developing the Work Breakdown Structure

Describe WBS objectives and elements Identify characteristics of a work package Involving the team in the process Create a WBS Defining Estimates for Project Activities

Identify the difference between cost estimating and cost budgeting Define the different types of estimates Describe different methods of estimating

Differentiate among the effort, duration, and calendar times of projects Developing the Project Schedule

Explain the value of the project schedule Demonstrate an understanding of schedule terminology Identify the types and uses of schedule views Identify critical path(s) Determine relationships between activities Construct a precedence diagram method (PDM) network diagram Understanding Project Risk

Identify the three components of risk Describe the six steps of the risk management process Describe approaches to the monitoring and controlling of risk Managing Change

Identify components of a project baseline Identify elements of change control Determine strategies for handling change requests Managing and Controlling Outcomes

Describe the technical and human resource aspects of monitoring and controlling outcomes Identify tools to assist with monitoring and controlling the project Explain the reasons for conflict on projects Describe appropriate methods of conflict resolution

Closing the Project

Explain the benefits of a closeout process Identify and describe closeout activities

Q3. Several different strategies have been employed to assist in aggregate planning. Explain these in brief Ans. Project Management Philosophy

For any technical assistance program to be successful, it is important to have professional management systems in place.

We are guided by a set of principles for the design and implementation of technical assistance projects in developing countries. These emphasize:

Dialogue and Cooperation: We emphasize a consultative, inclusive approach to project implementation. The involvement of counterparts in the design and implementation is essential to ensure that change management programs are effective and supported.

Ownership and Empowerment: It is important to emphasize the development of local talent. We are keen on empowering staff based on solid risk management approaches and motivational strategies. We enjoy coaching project staff and interns in field offices on all aspects of project management, including human resources, turn around and change management, donor relations, internal financial control and work planning.

Integrity and Accountability: Especially in difficult environments such as Afghanistan and many other developing countries, it is important to adhere to the highest standards of professionalism, integrity, client concern and service.

Internal Financial and Risk Controls: Strong internal risk management systems, such as those based on the COSO, AS/NZS 460:2004 and ISO 30001 are critically important to the implementation of programs, especially larger programs.

Quality and Innovation: We try to utilize the latest technology in support of project implementation. Content Management Systems such as joomla and Drupal are examples of how free opensource software that can be used to manage projects' document repository and to provide information on the programs to counterparts in different languages.

Q4. Illustrate the different methods by which quality is sought to be achieveds. Ans. Quality itself is no longer a differentiator among manufacturers. Today, the focus of manufacturing quality has shifted to a discussion of affordable quality. The question asked by manufacturers is not how to achieve quality, but how to achieve it within cost and time constraints.

Successful manufacturers achieve affordable quality by using simulation-based dimensional engineering (DE) and tolerance analysis processes to address quality problems before they occur.

Many products are subjected to 3D-model-based tolerance analysis as a part of a DE process. Such analyses help engineers understand dimensional fit characteristics and quality status at all stages of design and production. This is not new or revolutionary. However, a closed-loop DE process, which relies on visualization tools and techniques, enables engineers to define and refine objectives across the product lifecycle so they can achieve affordable quality.

A 3D-model-based closed-loop DE process includes several steps: Establish Build Objectives: A team analyzes the quality levels of competitor products to determine appropriate levels of variation allowable. The balance between build requirements and cost will vary based on planned quality levels. Set Build Strategies: A build strategy defines the way parts will be located and held within an assembly. There is always more than one way to manufacture and assemble a product; the goal is to find the best approach given quality and cost objectives.

Establish GD&T Requirements: Geometric dimensioning & tolerancing (GD&T) is applied to parts and subassemblies driven by the build objectives and strategies. Datum locators are set, and related dimensions are measured based on their deviation from nominal. Analyze Tolerances: The assemblibility of a part is ensured before production. In pre-production, possible product and process changes are optimized before expensive tooling changes are made during production. Tolerance analysis produces neutral facts for decision-makers. Establish Measurement Plans: A measurement plan includes the critical quality characteristics that have been identified through tolerance analysis, noting limits for each part, subassembly, and final assembly. The plan is a roadmap of which critical features to monitor through 3D-based analysis during production. Generate Dimensional Data Reports: As a product enters pre-production and initial runs begin, quality inspection data are collected and reports enerated to ensure measurement plans are followed and endproducts achieve quality expectations. Conduct Root Cause Analyses: As is the case at most other stages, if end-products are not achieving the tolerances expected, engineers can loop back to see where problems originated and either resolve issues or adjust build objectives, strategies, or tolerances. Technology tools allow manufacturers to appraise design, fabrication and assembly robustness by evaluating GD&T, tooling and build sequencing all before production. They produce 3D-model-based tolerance simulations that identify areas of concern, potential failure rates, and statistical results, such as percent out of specification, for each measurement. Sensitivity analyses review each tolerance as it relates to each measurement and identify its percentage contribution or affect on each measurement.

using various tools and techniques Q5. Explain the basic competitive priorities considered while formulating operations strategy by a firm? Ans. After collectively considering the products and services demanded by customers, strengths and weaknesses of competitors, the environment, and the firm's own strengths, weaknesses, cultures, and resources, proficient firms can formulate their vision as expressed through the mission statement. This statement expresses the organization's values and aspirations; basically its reason or purpose for existence. Based on this mission statement the firm will formulate its business strategy. This business strategy is a long-term plan for accomplishing the mission set forth in the mission statement. Each function within the business can then derive its own strategy in support of the firm's overall business strategy (financial strategy, marketing strategy, and operations strategy).

Operations strategy is the collective concrete actions chosen, mandated, or stimulated by corporate strategy. It is, of course, implemented within the operations function. This operations strategy binds the various operations decisions and actions into a cohesive consistent response to competitive forces by linking firm policies, programs, systems, and actions into a systematic response to the competitive priorities chosen and communicated by the corporate or business strategy. In simpler terms, the operations strategy specifies how the firm will employ its operations capabilities to support the business strategy.

Operations strategy has a long-term concern for how to best determine and develop the firm's major operations resources so that there is a high degree of compatibility between these resources and the business strategy. Very broad questions are addressed regarding how major resources should be configured in order to achieve the firm's corporate objectives. Some of the issues of relevance include long-term decisions regarding capacity, location, processes, technology, and timing.

The achievement of world-class status through operations requires that operations be integrated with the other functions at the corporate level. In broad terms, an operation has two important roles it can play in strengthening the firm's overall strategy. One option is to provide processes that give the firm a distinct advantage in the marketplace. Operations will provide a marketing edge through distinct, unique technology developments in processes that competitors cannot match.

The second role that operations can play is to provide coordinated support for the essential ways in which the firm's products win orders over their competitors, also known as distinctive competencies. The firm's operations strategy must be conducive to developing a set of policies in both process choice and infrastructure design (controls, procedures, systems, etc.) that are consistent with the firm's distinctive competency. Most firms share access to the same processes and technology, so they usually differ little in these areas. What is different is the degree to which operations matches its processes and infrastructure to its distinctive competencies.

KEY SUCCESS FACTORS Industries have characteristics or strategic elements that affect their ability to prosper in the marketplace (i.e., attributes, resources, competencies, or capabilities). The ones that most affect a firm's competitive abilities are called key success factors (KSFs). These KSFs are actually what the firm must be competent at doing or concentrating on achieving in order to be competitively and financially successful; they could be called prerequisites for success. In order to determine their own KSFs, a firm must determine a basis for customer choice. In other words, how do customers differentiate between competitors offering the same or similar products or services and how will the firm distinguish itself

from these competitors? Once this is determined, the firm has to decide what resources and competitive capabilities it needs in order to compete successfully, and what will it take to achieve a sustainable competitive advantage. These KSFs can be related to technology, operations, distribution, marketing, or to certain skills or organizational capability. For example, the firm may derive advantages from superior ability to transform material or information (technology or operations), to quickly master new technologies and bring processes online (technology or organizational capability), or to quickly design and introduce new products, service a broad range of products, customize products or services on demand, or provide short lead times (skills).

The set of KSFs that are delegated totally or substantially to the operations function has been termed the manufacturing mission. It represents what top management expects from operations in terms of its strategic contribution. All decisions made relative to system design, planning, control and supervision must aim at accomplishing the manufacturing mission. As such, the manufacturing mission is the principal driver of the operations function and gives it its reason for existence. All world-class manufacturers have an explicit, formal manufacturing mission.

From the manufacturing mission the operations function derives its distinctive competencies (also called competitive priorities or competitive weapons). Distinctive competence is defined as the characteristic of a given product/service or its producing firm that causes the buyer to purchase it rather than the similar product/service of a competitor. It is generally accepted that the distinctive competencies are cost/price, quality, flexibility, and service/time. Various experts include other competencies, such as location, but these can usually be categorized within one of the generally accepted four. Some experts also feel that innovation is quickly becoming a fifth distinctive competency, if it hasn't already. It should be noted that a firm's position on the product-process matrix is a controlling factor for the manufacturing mission and the firm's competitive priority or priorities.

DISTINCTIVE COMPETENCIES Details relative to each distinctive competency are provided, along with the implications of each and some examples.

PRICE/COST. A firm competing on a price/cost basis is able to provide consumers with an in-demand product at a price that is competitively lower than that offered by firms producing the same or similar good/service. In order to compete on a price basis, the firm must be able to produce the product at a lesser cost or be willing to accept a smaller profit margin. Firms with this competency are generally in a position to mass

produce the product or service, thereby giving the firm economies of scale that drive the production cost per unit down considerably. Commodity items are mass-produced at such volume that they utilize a continuous process, thus deriving tremendous economies of scale and very low prices Consumers purchasing commodity-type products are usually not greatly aware of brand difference, and will buy strictly on the basis of price; e.g., as long as it is a major brand of gasoline and location is not a factor, consumers will opt for the lowest price. Wal-Mart is able to offer low prices by accepting a lower profit margin per unit sold. Their tremendous volume more than makes up for the lower profit margin.

Q6. Explain briefly the four classification of scheduling strategies? Ans. In computer science, scheduling is the method by which threads, processes or data flows are given access to system resources (e.g. processor time, communications bandwidth). This is usually done to load balance a system effectively or achieve a target quality of service. The need for a scheduling algorithm arises from the requirement for most modern systems to perform multitasking (execute more than one process at a time) and multiplexing (transmit multiple flows simultaneously). The scheduler is concerned mainly with: Throughput - number of processes that complete their execution per time unit. Latency, specifically: o Turnaround - total time between submission of a process and its completion. o Response time - amount of time it takes from when a request was submitted until the first response is produced. Fairness / Waiting Time - Equal CPU time to each process (or more generally appropriate times according to each process' priority). In practice, these goals often conflict (e.g. throughput versus latency), thus a scheduler will implement a suitable compromise. Preference is given to any one of the above mentioned concerns depending upon the user's needs and objectives. In real-time environments, such as embedded systems for automatic control in industry (for example robotics), the scheduler also must ensure that processes can meet deadlines; this is crucial for keeping the system stable. Scheduled tasks are sent to mobile devices and managed through an administrative back end. TYPES OF OPERATING SYSTEM SCHEDULE Operating systems may feature up to 3 distinct types of scheduler, a long-term scheduler (also known as an admission scheduler or high-level scheduler), a mid-term or medium-term scheduler and a short-term scheduler. The names suggest the relative frequency with which these functions are performed. The scheduler is an operating system module that selects the next jobs to be admitted into the system and the next process to run. 1. LONG-TERM SCHEDULING The long-term, or admission scheduler, decides which jobs or processes are to be admitted to the ready queue (in the Main Memory); that is, when an attempt is made to execute a program, its admission to the set of currently executing processes is either authorized or delayed by the long-term scheduler. Thus, this scheduler dictates what processes are to run on a system, and the degree of concurrency to be supported at any one time - i.e.: whether a high or low amount of processes are to be executed concurrently, and how the split between IO intensive and CPU intensive processes is to be handled. In modern operating systems, this is used to make sure that real time processes get enough CPU time to finish their tasks. Without proper real time scheduling, modern GUI interfaces would seem sluggish. The long term queue exists in the Hard Disk or the "Virtual Memory". [Stallings, 399]. Long-term scheduling is also important in large-scale systems

such as batch processing systems, computer clusters, supercomputers and render farms. In these cases, special purpose job scheduler software is typically used to assist these functions, in addition to any underlying admission scheduling support in the operating system. 2. MEDIUM-TERM SCHEDULING The medium-term scheduler temporarily removes processes from main memory and places them on secondary memory (such as a disk drive) or vice versa. This is commonly referred to as "swapping out" or "swapping in" (also incorrectly as "paging out" or "paging in"). The medium-term scheduler may decide to swap out a process which has not been active for some time, or a process which has a low priority, or a process which is page faulting frequently, or a process which is taking up a large amount of memory in order to free up main memory for other processes, swapping the process back in later when more memory is available, or when the process has been unblocked and is no longer waiting for a resource. [Stallings, 396] [Stallings, 370] In many systems today (those that support mapping virtual address space to secondary storage other than the swap file), the medium-term scheduler may actually perform the role of the long-term scheduler, by treating binaries as "swapped out processes" upon their execution. In this way, when a segment of the binary is required it can be swapped in on demand, or "lazy loaded". [stallings, 394] 3. SHORT-TERM SCHEDULING The short-term scheduler (also known as the CPU scheduler) decides which of the ready, in-memory processes are to be executed (allocated a CPU) next following a clock interrupt, an IO interrupt, an operating system call or another form of signal. Thus the short-term scheduler makes scheduling decisions much more frequently than the long-term or midterm schedulers - a scheduling decision will at a minimum have to be made after every time slice, and these are very short. This scheduler can be preemptive, implying that it is capable of forcibly removing processes from a CPU when it decides to allocate that CPU to another process, or non-preemptive (also known as "voluntary" or "co-operative"), in which case the scheduler is unable to "force" processes off the CPU. [Stallings, 396]. In most cases short-term scheduler is written in assembly because it is a critical part of the operating system. 4. DISPATCHER Another component involved in the CPU-scheduling function is the dispatcher. The dispatcher is the module that gives control of the CPU to the process selected by the short-term scheduler. This function involves the following: Switching context Switching to user mode Jumping to the proper location in the user program to restart that program