Operations Management (MGT 320) Assignment 4 - Spring 2021, Group Work

This document provides a comprehensive solution for Operations Management Assignment 4, focusing on capacity planning and analysis. It addresses three key questions: calculating production units, utilization rates, and design capacity adjustments in a manufacturing operation. The solution includes detailed calculations and explanations, such as finding the number of units the operation can produce, determining the utilization of the current operation, and identifying the design capacity needed to achieve effective capacity. Additionally, the document explores strategies to improve operational utilization and provides an analysis of factors impacting a computer repair service's capacity, recommending investigations into quality, absenteeism, and scheduling. The assignment also delves into capacity problems in secondary schools, offering solutions for issues like competency-based learning, leadership support, community resistance to change, budget flexibility, professional development, digital content assessment, and student engagement.

2020 – 2021
Spring 2021
Operations Management (MGT 320)
Assignment-4 (Group) (15%) – Chapter 5
Start Date: 18 May2021 – 8:00 am
Due Date: 22 May-2021
(Please upload your assessment on Moodle using Assignment -4Turnitin submission link)
Student Names: Student ID:
Section:
Faculty Name: Total Earned Points: / 100
 Question # 1:
In a manufacturing operation, the actual output is 75 percent of effective capacity. The
operation was designed to produce 10,000 units of finished product in a month. But due to
product design changes that has taken place over time, their current effective capacity is only 60
percent of design capacity.

A). Find the number of units that the current operation can produce in a month. (10 Points)
B). What is the Utilization of the current operation? (10 Points)
C). What design capacity would be needed to bring the effective capacity same as the current
design capacity? (10 Points)
D). Comment on the utilization of the current operations and recommend any five ways the
utilization can be improved. (10 Points)
Answer:
A).
Design capacity = 10000 units Effective capacity = 10000*60% = 6000 units Number
B).
Utilization =actual output / effective capacity =6000/75000 * 100= 80%
C).
Following steps needed to bring the effective capacity same as the current design capacity:
o Estimate future limit necessities
o Assess existing limit and offices and recognize holes
o Distinguish options for meeting necessities
o Direct monetary examinations of every other option
o Evaluate key subjective issues for every other option
o Select the choice to seek after that will be best in the long haul
o Execute the chose elective
o Screen results
D.
o Demand surpasses limit by raising costs, or booking long lead times.
o Capacity surpasses request by value decreases or forceful showcasing.
o Adjusting to occasional requests or recurrent example of requests.

o Tactics for coordinating with ability to request by
o Making staffing changes (expanding or diminishing the quantity of representatives or
movements)
o Adjusting gear (buying extra hardware or selling or renting out existing gear)
o Improving cycles to build throughput
o Re-planning items to work with more throughput
o Adding measure adaptability to more readily meet changing pr5oduct inclinations
o Closing offices
o
 Question # 2:
A computer repair service has a design capacity of 80 repairs per day. Its effective capacity,
however, is 64 repairs per day, and its actual output is 62 repairs per day. The manager would
like to increase the number of repairs per day. Which of the following factors would you
recommend that the manager investigate: quality problems, absenteeism, or scheduling and
balancing? Explain your reasoning.
 Expert Answer
Answer
Design capacity = 80 repairs per day
Effective Capacity = 64 repairs per day
Actual Output = 62 repairs per day
Answer 1.
 Formula 1:
Efficiency: (Actual Output / Effective Capacity ) * 100 %
It gives an idea about how well the system has been used in comparison to what is being
available. In other words, helps to know design capacity of the system.
 Formula 2: Utilization: (Actual Output / Design Capacity ) * 100 %

It signifies how well the system has been utilized or how operation is making use of
its potential
Answer 2:
Efficiency: (Actual Output / Effective Capacity ) * 100
: (62/64) * 100% = 96.875%
Utilization: (Actual Output / Design Capacity ) * 100 %
: (62/80)*100% = 77.5%
Answer 3:
As plainly shown that effectiveness is higher contrasted with usage. Henceforth
supervisor should attempt to guarantee:
o . Expanding usage
o . Expanding powerful limit in order to bring down done proficiency
From the given choices booking and adjusting appear to be the choices that can influence
successful limit. Henceforth ought to be examined
 Expecting this consideration would be drawn towards the accompanying:
(a) Absenteeism:
This is a typical justification successful limit being a lot of lower than the plan limit,
particularly in a work arranged circumstance. Here the explanations behind the non-appearance
must be analyzed and some kind of impetus plan concocted to guarantee a more prominent
participation of the workers at work.
(b) Quality:

This explanation is that when a task isn't done in the right way, the fixes are not done as
required and consequently some adjust should be finished. This implies that the nature of the
maintenance work done should be investigated. PC fixes ordinarily fall in certain unmistakable
classifications like reinstalling O/S, fixing/supplanting mechanical parts like optical drives,
supplanting or adding RAM chips and such. This implies that strategies for every one of these
exercises can be set up seeing accepted procedures in the business. This way blunders ca be
diminished or dispensed with and revise kept away from.
(c) Scheduling and adjusting:
It is fundamental that lining hypothesis is utilized to guarantee that approaching positions
are not standing by to be taken care of and furthermore no specialist is left, with any maintain
when sources of income have accumulated somewhere else. Likewise the quantity of experts
must be offset with the interest and changed appropriately. Additionally care must be taken that
there could be no over-responsibility made with respect to the pivot time for various
classifications of fixes. This way pointless pressing factor isn't put on the workers to fulfill
ridiculous time constraints.
These are a portion of the manners in which the director could attempt to improve the
viable limit and handle more fixes. The contrast between the powerful limit and genuine limit
isn't huge and consequently the real limit will go up once the compelling limit is expanded.
 Question # 3.
What kind of capacity problems do many secondary schools periodically experience?
What are some alternatives to deal with those be useful? Explain using examples(30
Points)
 Problems No. 1 :
There exist a modest bunch of impediments that forestall a more competency- based
training framework.

The present instruction framework incorporates imbued works on, including strategy
and many years old strategies, that keep schools from moving to competency-based models.
• Answers for this issue include:
o Creating and making accessible instructive assets on competency-based learning. These
assets may be best practices, rubrics or devices, or exploration.
o Convening an alliance of League of Innovative Schools regions that are attempting to
assemble effective competency-based models.
o Creating a specialized answer for adaptable following of abilities and credits.
 Problem No. 2:
Leadership doesn't generally uphold second-request change, and those in potential
positions of authority, like instructors and custodians, aren't constantly enabled to help impact
change.
• Answers for this issue include:
o Promoting League of Innovative Schools endeavors to empower second-request change
authority.
o Creating a system, to be utilized in proficient turn of events, that would target and clarify
second-request change authority conversations.
o Schedule board conversations about second-request change authority.
 Problem No. 3:
Communities and societies are impervious to change, including innovation based change.

• Answers for this issue include:
o Identifying new and drawing in approaches to share forefront and technically
knowledgeable prescribed procedures with school and region partners and local area
individuals.
o Involve business pioneers in innovation rich schools and make school-business
associations.
o Look to powerful associations to initiate public ed-tech mindfulness crusades .
 Problem No 4:
Education spending plans aren't generally adaptable enough to help the expense,
manageability, or adaptability of developments.
• Answers for this issue include:
o Build associations with nearby organizations and vocation institutes, and make
motivators for organizations to employ understudies, to make an income stream for
schools.
o Look to cutthroat valuing and innovative arrangements.
o Leaders should not be reluctant to face challenges and backing the progressions expected
to achieve this sort of planning.
 Problem No 5:
Professional advancement in the U.S. is flat and obsolete;
• Answers for this Problem include:

o Identifying best practices from different enterprises or areas, and study grown-up
learning.
o Create a local area for educators to get to quick assistance.
o Personalize proficient turn of events.
o Create and reinforce K-12 and advanced education associations.
o Create elective methods of accreditation and prize ground breaking rehearses.
 Problem No. 6:
o School locale don't have proof based cycles to assess, select, and screen computerized
content comprehensive of adjusted developmental appraisals.
• Answers for this problem include:
o Creating a commercial center or data set to assist instructors with distinguishing and
assess, just as take responsibility for, content.
o Involve understudies in computerized content assessment.
o Identify schools or locale to test computerized content assessment and capacity
frameworks.
 Problem No. 7:
Current and customary educational strategies leave understudies less drew in and less slanted
to take responsibility for learning.
• Answers for this Problem include:
o Creating working gatherings, inside instruction associations, fully intent on progressing
genuine understudy learning.

o Leverage the web to make online instruments and assets that offer inventive instructing
techniques to help connect with understudies.
o Help educators comprehend and practice legitimate instructing and figuring out how to
help understudies ace abilities and guidelines.