Doc-20230713-Wa0012 230713 145439
Doc-20230713-Wa0012 230713 145439
Q1) Solve any five out of eight following sub question. [10]
a) Enlist any four key principles of TQM.
b) List any four functions of Supply Chain Management.
c) Examine the concept of 5S.
d) Memorize and reproduce the examples of various inventory costs.
e) Describe the concept of Kaizen.
f) Enumerate any four characteristics of product quality.
g) List any four functions of PPC.
h) State the concept of quality with respect to manufacturer’s perspective.
3. Employee involvement: TQM recognizes that employees are a valuable resource and
encourages their active participation in quality improvement initiatives. It involves
empowering employees, providing training and support, and fostering a collaborative work
environment where everyone contributes to achieving quality objectives.
1. Planning: SCM involves forecasting customer demand, creating production plans, and
coordinating with suppliers to ensure the availability of raw materials and components. It
includes activities such as demand forecasting, production scheduling, and inventory planning.
2. Sourcing: SCM encompasses selecting suppliers, negotiating contracts, and managing
relationships with them. It involves identifying reliable suppliers, ensuring quality and timely
delivery of goods/services, and optimizing costs associated with procurement.
3. Inventory management: SCM involves managing inventory levels to ensure efficient and
cost-effective operations. It includes activities such as determining optimal inventory levels,
implementing inventory control techniques, and minimizing stockouts while avoiding
excessive inventory holding costs.
1. Sort (Seiri): This step involves separating necessary items from unnecessary items in the
workplace. Unnecessary items are removed to create a clean and organized work environment.
2. Set in order (Seiton): In this step, necessary items are organized and arranged in a logical
and efficient manner. Everything has a designated place, making it easier to find and access
items when needed.
3. Shine (Seiso): This step focuses on cleaning and maintaining the workplace. Regular
cleaning routines are established to keep the workspace tidy, promote safety, and prevent
equipment deterioration.
5. Sustain (Shitsuke): The final step aims to develop a culture of continuous improvement. It
involves creating a mindset where all employees take responsibility for maintaining the 5S
practices, making it a part of daily work habits and encouraging ongoing improvement.
2. Ordering costs: These costs are associated with the process of ordering and receiving
inventory. They include expenses such as order processing, supplier communication, and
transportation costs.
3. Stockout costs: These costs occur when inventory is insufficient to meet customer demand.
They include lost sales, potential penalties for not fulfilling orders, and damage to customer
relationships.
4. Obsolescence costs: These costs arise when inventory becomes outdated or obsolete. It can
occur due to changes in technology, market trends, or product lifespan. Obsolescence costs
include write-offs, discounts for clearance, and disposal expenses.
e) Kaizen is a Japanese term that translates to "continuous improvement" or "change for the
better." It is a concept and philosophy that promotes small, incremental improvements in all
aspects of an organization. Key features of Kaizen include:
- It involves the participation of all employees, from top management to frontline workers, in
identifying problems and suggesting improvements.
- It emphasizes a bottom-up approach, where small, continuous changes are implemented by
employees who have direct knowledge of the processes.
- Kaizen encourages a culture of continuous learning, experimentation, and innovation.
- It aims to eliminate waste, improve efficiency, enhance quality, and streamline processes.
- Kaizen encourages the use of problem-solving techniques, such as the Plan-Do-Check-Act
(PDCA) cycle, to identify root causes and implement sustainable improvements.
4. Aesthetics: Aesthetics refers to the visual appearance, design, and sensory appeal of a
product. It encompasses factors such as attractiveness, style, color, texture, and overall visual
impression. Aesthetics contribute to customer perception and satisfaction with the product.
1. Demand forecasting: PPC involves analyzing historical data and market trends to predict
future demand for products or services. Accurate demand forecasting enables effective
production planning and resource allocation.
2. Production scheduling: PPC includes creating detailed production schedules that determine
when and how much of each product should be produced. It involves coordinating resources,
such as labor, equipment, and materials, to meet customer demand efficiently.
3. Capacity planning: PPC encompasses assessing the production capacity of a facility and
ensuring it aligns with demand. It involves determining the optimal utilization of resources,
identifying capacity constraints, and making adjustments to meet production targets.
- Conformance to specifications: Manufacturers aim to produce products that meet the defined
specifications and standards. They strive for consistency in dimensions, performance,
materials, and other attributes as specified by the design and engineering teams.
- Cost-effectiveness: Manufacturers aim to achieve a balance between quality and cost. They
strive to deliver quality products while optimizing production costs, minimizing waste, and
improving efficiency.
Overall, manufacturers view quality as a critical factor in gaining a competitive edge, building
customer loyalty, and maintaining a positive brand reputation.
1. Job Processes: These processes involve the customization of products or services to meet
individual customer requirements. They typically involve a high degree of flexibility and
require skilled labor.
2. Batch Processes: In batch processes, products or services are produced in groups or batches
based on similar characteristics or requirements. This allows for greater efficiency and
resource utilization compared to job processes.
3. Line Processes: Line processes involve the sequential production of products or services in
a standardized and repetitive manner. They are often used in mass production scenarios, where
products follow a predetermined sequence of operations.
- Fixed Position Layout: In a fixed position layout, the product or project remains stationary,
and the necessary resources and equipment are brought to it. This layout is commonly used in
construction projects, shipbuilding, and large-scale manufacturing where the size, complexity,
or immobility of the product makes it impractical to move it through a production line.
- Cellular Layouts: Cellular layouts are designed to enhance flow and efficiency by grouping
together machines or workstations that are involved in producing similar products or
components. Each cell operates as a self-contained unit, reducing material handling and transit
time. Cellular layouts promote teamwork and allow for easier supervision and coordination
within each cell.
- Material Requirements Planning (MRP-I): MRP-I is a system for managing and planning
material requirements for production. It focuses primarily on determining the quantities and
timing of raw materials, components, and sub-assemblies needed to meet the production
schedule. MRP-I is primarily concerned with inventory control and ensuring that materials are
available when needed.
While MRP-I focuses on material requirements, MRP-II extends its scope to include broader
resource planning and coordination within the manufacturing environment. MRP-II provides a
more holistic approach to production planning and control, considering the availability and
utilization of various resources to ensure effective and efficient production.
Q3) a) 'Stop making assumptions regarding the production and start planning your
capacity'. Interpret this statement with respect to auto ancillary unit. [10]
OR
b) Illustrate the steps involved in Material Requirement Planning with special
reference to home appliances manufacturing company. [10]
A) Interpreting the statement with respect to an auto ancillary unit, it emphasizes the
importance of moving away from making assumptions about production capacity and instead
focusing on effective capacity planning.
In the context of an auto ancillary unit, this statement suggests that the organization should not
rely solely on assumptions or estimations when it comes to production capacity. Instead, they
should undertake a systematic and proactive approach to capacity planning.
Capacity planning involves assessing the organization's resources, capabilities, and production
capabilities to determine the optimal level of output that can be achieved within a given time
frame. It takes into account factors such as available machinery, skilled labor, infrastructure,
and potential bottlenecks.
By shifting from assumptions to capacity planning, the auto ancillary unit can achieve several
benefits:
2. Optimal resource utilization: With capacity planning, the organization can identify and
utilize its resources optimally. It helps in avoiding underutilization or overutilization of
machinery and labor, leading to improved efficiency and cost-effectiveness.
3. Timely delivery commitments: By having a clear understanding of the available capacity,
the auto ancillary unit can make reliable delivery commitments to its customers. It reduces the
risk of overpromising and underdelivering, which can harm customer relationships and
reputation.
In summary, the statement urges the auto ancillary unit to move away from assumptions and
embrace capacity planning as a strategic approach to ensure efficient resource allocation,
accurate production forecasting, and improved responsiveness to meet customer demands
effectively.
B) Material Requirements Planning (MRP) is a process used by manufacturing companies to
determine the materials needed for production and create a detailed schedule for their
acquisition and usage. Here are the steps involved in Material Requirement Planning, with a
special reference to a home appliances manufacturing company:
7. Monitor Production:
As production progresses, the system monitors the usage of materials and updates the
inventory levels accordingly. It also adjusts the net requirements based on actual consumption,
taking into account any scrap or waste.
By following these steps, a home appliances manufacturing company can effectively plan and
manage its material requirements, ensuring that the necessary components and raw materials
are available at the right time to support production and meet customer demand.
Q4) a) Categorize various inventory control techniques and appraise the inventory
control policies with respect to ABC Analysis. [10]
OR
b) M/s Unique Carb Tooling Company buys its requirement of component
at the rate of Rs. 10 each from a local vendor every quarter. The average
monthly requirement of component is 600 nos. 10% extra components
are procured to take care of in-process rejection. The procurement cost
and inventory carrying cost have been calculated at Rs. 50 per order and
20% of average inventory investment. [10]
Calculate :
i) Economic Order Quantity to optimize the cost.
ii) What is the total inventory cost of existing inventory policy?
iii) How much company can save by switching over EOQ buying
inventory policy?
1. Economic Order Quantity (EOQ): EOQ is a technique used to determine the optimal order
quantity that minimizes total inventory costs. It takes into account factors such as carrying
costs, ordering costs, and the usage rate of inventory.
2. Just-in-Time (JIT): JIT is an inventory control technique that aims to reduce or eliminate
inventory by receiving materials and producing goods only when they are needed. It focuses
on tight coordination between suppliers and manufacturers to ensure timely delivery and
production.
4. Safety Stock: Safety stock is a buffer inventory held to protect against uncertainties such as
unexpected demand fluctuations, supply disruptions, or lead time variations. It helps prevent
stockouts and ensures continuity of operations.
5. Just-in-Case (JIC): JIC is an inventory control technique that emphasizes holding excess
inventory as a precautionary measure. It aims to provide a buffer against uncertainties and
reduce the risk of stockouts. However, it comes with higher carrying costs.
6. ABC Analysis: ABC Analysis is a technique for classifying inventory items based on their
value or importance. It categorizes items into three groups: A, B, and C, based on criteria such
as annual usage value or frequency of sales. This classification helps prioritize inventory
management efforts.
b) Appraising inventory control policies with respect to ABC Analysis:
ABC Analysis helps in determining the appropriate inventory control policies for different
categories of items:
2. Category B: Items categorized as B have moderate value and usage, falling between
Categories A and C. These items require a balanced approach to inventory control. Policies
may include periodic review, forecasting, and maintaining an appropriate level of safety stock.
The frequency of review and reorder may be lower compared to Category A items.
By utilizing ABC Analysis, companies can allocate their inventory control efforts and
resources more effectively. It helps identify the items that require stricter control and attention
while allowing for more relaxed policies for items of lesser significance. This approach
optimizes inventory management and ensures that resources are allocated appropriately based
on the value and impact of each inventory item.
Therefore, the Economic Order Quantity (EOQ) to optimize the cost is approximately 190
units.
ii) Calculate the total inventory cost of the existing inventory policy:
Total inventory cost = Ordering cost + Carrying cost
iii) Calculate the savings by switching over to EOQ buying inventory policy:
Savings = Total inventory cost (existing policy) - Total inventory cost (EOQ policy)
Savings = Rs. 2084.74 - Total inventory cost (EOQ policy)
To calculate the Total inventory cost for the EOQ policy, we use the EOQ quantity calculated
in step i):
Therefore, by switching over to the EOQ buying inventory policy, the company would save
approximately Rs. 0.09.
Q5) a) Compose Generic Supply Chain Structure for new start-up of vegetable
and fruit selling company. The company receives the orders on their
Android and IOS APP. Workable assumptions can be considered. [10]
OR
b) 'The fulfilling the objectives of a good layout as per yearly product
requirement and product types of high-volume manufacturing unit' Evaluate
the above statement with respect to the specific type of layout. [10]
A) a) Generic Supply Chain Structure for a new start-up vegetable and fruit selling company:
1. Supplier Network:
The start-up would establish relationships with local farmers, wholesalers, or agricultural
cooperatives to source fresh vegetables and fruits. These suppliers would provide the company
with a steady and reliable supply of produce.
4. Order Fulfillment:
Upon receiving customer orders through the app, the start-up would have a dedicated team
responsible for order fulfillment. They would pick the requested items from the warehouse,
pack them appropriately, and prepare them for delivery.
9. Quality Control:
A quality control team would be responsible for inspecting the received produce, ensuring that
it meets the company's quality standards. They would conduct regular checks to maintain the
freshness, appearance, and overall quality of the products.
Overall, the generic supply chain structure for the vegetable and fruit selling start-up would
encompass procurement, inventory management, order fulfillment, delivery, customer service,
technology integration, quality control, and strategic partnerships to ensure a seamless and
efficient operation from supplier to customer.
B) To evaluate the statement regarding the fulfillment of objectives of a good layout based on
the yearly product requirement and product types of a high-volume manufacturing unit, we
need to consider a specific type of layout. One common layout used in high-volume
manufacturing is the Product Layout, also known as the Line or Flow Layout.
The objectives of a good layout for a high-volume manufacturing unit are typically focused on
efficiency, productivity, and cost-effectiveness. Let's evaluate the statement in the context of a
Product Layout:
2. Product Types:
A Product Layout is most effective when the products being manufactured are standardized or
have a limited number of variations. It is ideal for products that follow a sequential production
process with little customization or product-specific requirements. If the high-volume
manufacturing unit primarily deals with such product types, a Product Layout would align
well with the objectives.
4. Cost-effectiveness:
Another objective of a good layout is to optimize the use of resources and reduce costs. A
Product Layout can help achieve cost-effectiveness by minimizing material handling, reducing
work-in-progress inventory, and maximizing machine utilization. The sequential flow in a
Product Layout reduces the need for excessive transportation and setup time. This layout can
contribute to cost savings in terms of labor, material, and equipment usage.
In summary, if the high-volume manufacturing unit's yearly product requirement is significant,
and the product types are standardized or have limited variations, a Product Layout can be an
appropriate choice. It aligns with the objectives of efficiency, productivity, and cost-
effectiveness by facilitating a smooth flow of production, specialized tasks, and optimal
resource utilization. However, it is essential to consider other factors such as product
customization requirements, flexibility, and potential bottlenecks to make a comprehensive
evaluation of the layout choice.
5946 OSCM OCT 2022
Q1) Solve any Five out of Eight following sub questions: [10]
a) Define Operations Management.
b) Enumerate any four fragmented elements of Supply Chain.
c) Enumerate any four characteristics of service quality.
d) Describe the concept of Kaizen
e) Examine the concept of Decoupling Inventory.
f) Describe PDCA Cycle.
g) List any two examples of each of Mass production process and Batch
Production process.
h) Enumerate the challenges in Supply Chain Collaborations.
a) Operations Management refers to the administration and coordination of the processes and
activities involved in transforming inputs (such as raw materials, labor, and capital) into goods
and services. It involves designing, planning, organizing, and controlling the production and
delivery of products or services to meet customer demands efficiently and effectively.
1. Lack of coordination: When different stages or entities within the supply chain operate
independently without proper communication or coordination, it can lead to fragmented
operations and inefficiencies.
3. Inventory discrepancies: When inventory levels are not accurately tracked or managed
across the supply chain, it can lead to discrepancies and mismatches between supply and
demand, causing disruptions and inefficiencies.
3. Assurance: Building trust and confidence through the competence, professionalism, and
knowledge of service providers, making customers feel secure and reassured.
f) The PDCA Cycle is a four-step iterative problem-solving method widely used in quality
management and continuous improvement processes. It stands for Plan-Do-Check-Act and is
also known as the Deming Cycle or the Shewhart Cycle. The steps are as follows:
1. Plan: Identify the problem, set specific goals, analyze the situation, and develop a plan or
strategy to address the issue.
2. Do: Implement the planned solution on a small scale or as a pilot project, gathering data and
observations.
3. Check: Evaluate the results and compare them to the expected outcomes and goals. Analyze
the data collected to assess the effectiveness of the implemented solution.
4. Act: Take appropriate actions based on the evaluation and analysis. If the solution was
successful, standardize and implement it on a larger scale. If not, identify the reasons for
failure, adjust the plan, and repeat the cycle.
1. Bakery: Producing batches of baked goods like bread, pastries, or cookies, where specific
quantities are prepared at a time to meet customer demand.
1. Trust and communication: Establishing trust and effective communication among multiple
partners in a supply chain collaboration can be challenging, especially when there are different
organizational cultures, priorities, or competitive interests involved.
2. Information sharing and visibility: Sharing accurate and timely information across different
entities in a supply chain collaboration can be difficult due to data security concerns,
incompatible systems, or resistance to transparency.
3. Coordination and alignment: Aligning goals, strategies, and operations among collaborating
partners requires coordination and agreement on processes, standards, and performance
metrics, which can be complex and time-consuming.
4. Risk management: Collaborative supply chains involve shared risks, such as disruptions in
supply, demand fluctuations, or regulatory changes. Managing and mitigating these risks
collectively requires effective collaboration and contingency planning.
These challenges require active collaboration, clear communication, trust-building, and the use
of technologies and frameworks that facilitate coordination, information sharing, and risk
management among the partners involved in the supply chain.
1. Vital: Items categorized as "Vital" are critical for the organization's operations. Their
unavailability can cause severe disruptions or halt the production process. These items have a
high impact on the organization's functioning, and managing their inventory is of utmost
importance.
2. Essential: Items categorized as "Essential" are necessary for the organization's operations,
but their unavailability does not have an immediate severe impact. However, their absence can
lead to delays, inefficiencies, or increased costs. These items require careful management and
attention.
3. Desirable: Items categorized as "Desirable" have the least criticality for the organization's
operations. Their unavailability may not significantly impact the production process or overall
functioning. These items can be managed with more flexibility and lower inventory levels.
By categorizing items using VED Analysis, organizations can prioritize their focus and
resources on managing the most critical items effectively, ensuring smooth operations and
reducing the risk of disruptions.
1. Product Characteristics: The nature of the food product, such as its perishability, sensitivity
to temperature or handling, and required quality standards, plays a crucial role in selecting the
operation process. For example, delicate or highly perishable products may require processes
that minimize handling and ensure rapid processing and packaging to maintain freshness.
2. Production Volume and Demand Variability: The anticipated production volume and
demand variability impact the choice of operation process. High-volume production may favor
continuous processes to achieve economies of scale, while intermittent processes may be
suitable for varying demand patterns or specialized product lines.
3. Food Safety and Hygiene Requirements: Food processing units must adhere to stringent
safety and hygiene regulations. The operation process should comply with food safety
standards, such as Hazard Analysis and Critical Control Points (HACCP) guidelines, to ensure
proper handling, sanitation, and prevention of contamination risks.
4. Process Flexibility and Customization: Some food processing units may require the ability
to customize products or handle different recipes or variations. In such cases, processes that
offer flexibility, modularity, or easy changeovers may be preferred to accommodate diverse
product offerings.
5. Equipment and Technology Availability: The availability and suitability of equipment and
technology for the chosen process are important factors. Food processing units consider the
availability of specialized machinery, automation capabilities, energy efficiency, and
compatibility with food handling requirements.
6. Cost Efficiency and ROI: The overall cost implications, including capital investment,
operational costs, labor requirements, and return on investment (ROI), are critical
considerations. The chosen operation process should balance cost-efficiency with the desired
level of productivity, quality, and competitiveness in the market.
By evaluating these criteria, food processing units can make informed decisions when
selecting an operation process that best suits their specific needs, ensuring efficient
production, product quality, and compliance with industry standards and regulations.
B) Forecasting is a planning tool used to predict future events or trends based on historical
data, statistical models, and expert judgment. It helps organizations anticipate and prepare for
future demand, market conditions, resource needs, and other key factors that impact decision-
making and strategic planning. Here's an illustration of the concept of forecasting as a
planning tool:
Let's consider a retail company that sells clothing. The company wants to plan its inventory
levels for the upcoming holiday season, which is known to be a peak period for sales. To make
informed decisions, the company utilizes forecasting as a planning tool.
1. Data Collection: The company gathers historical sales data from previous holiday seasons,
including sales volume, revenue, and customer behavior. This data becomes the foundation for
forecasting.
2. Trend Analysis: The company analyzes the historical sales data to identify patterns and
trends. For example, they may observe a consistent increase in sales during the holiday season,
indicating a positive sales trend.
3. Statistical Modeling: The company employs various statistical techniques, such as time
series analysis or regression analysis, to develop forecasting models. These models use
historical data to project future sales based on identified patterns and relationships.
4. External Factors: The company considers external factors that can impact sales during the
holiday season, such as economic conditions, consumer trends, and competitor activities.
These factors are integrated into the forecasting models to enhance accuracy.
5. Forecast Generation: Using the forecasting models, the company generates predictions of
future sales for the upcoming holiday season. The forecasts provide estimates of expected
sales volume, revenue, and customer demand.
6. Decision Making: With the forecasts in hand, the company can make informed decisions
related to inventory planning, production scheduling, staffing, marketing strategies, and
financial budgeting. For example, based on the projected sales volume, the company can
determine the optimal inventory levels and reorder points to meet customer demand while
avoiding excessive stock or stockouts.
7. Monitoring and Adjustments: As the holiday season progresses, the company monitors
actual sales performance against the forecasted values. If deviations occur, the company can
analyze the reasons behind the variances and make necessary adjustments in real-time, such as
revising inventory levels or modifying marketing campaigns.
By utilizing forecasting as a planning tool, the retail company can make more accurate and
informed decisions, optimize resource allocation, mitigate risks, and capitalize on market
opportunities. It helps them align their operations with anticipated demand, improve
efficiency, and enhance overall business performance.
Q4) a) Categorize various inventory control techniques and appraise the inventory
control policies with respect to ABC Analysis. [10]
OR
b) M/s Unique Carb Tooling Company buys its requirement of component
at the rate of Rs. 10 each from a local vendor every quarter. The average
monthly requirement of component is 600 nos. 10% extra components
are procured to take care of in-process rejection. The procurement cost
and inventory carrying cost have been calculated at Rs. 50 per order and
20% of average inventory investment. [10]
Calculate :
i) Economic Order Quantity to optimize the cost.
ii) What is the total inventory cost of existing inventory policy?
iii) How much company can save by switching over EOQ buying
inventory policy?
2. Just-in-Time (JIT): JIT is an inventory control technique that aims to reduce or eliminate
inventory by receiving materials and producing goods only when they are needed. It focuses
on tight coordination between suppliers and manufacturers to ensure timely delivery and
production.
4. Safety Stock: Safety stock is a buffer inventory held to protect against uncertainties such as
unexpected demand fluctuations, supply disruptions, or lead time variations. It helps prevent
stockouts and ensures continuity of operations.
5. Just-in-Case (JIC): JIC is an inventory control technique that emphasizes holding excess
inventory as a precautionary measure. It aims to provide a buffer against uncertainties and
reduce the risk of stockouts. However, it comes with higher carrying costs.
6. ABC Analysis: ABC Analysis is a technique for classifying inventory items based on their
value or importance. It categorizes items into three groups: A, B, and C, based on criteria such
as annual usage value or frequency of sales. This classification helps prioritize inventory
management efforts.
ABC Analysis helps in determining the appropriate inventory control policies for different
categories of items:
By utilizing ABC Analysis, companies can allocate their inventory control efforts and
resources more effectively. It helps identify the items that require stricter control and attention
while allowing for more relaxed policies for items of lesser significance. This approach
optimizes inventory management and ensures that resources are allocated appropriately based
on the value and impact of each inventory item.
Therefore, the Economic Order Quantity (EOQ) to optimize the cost is approximately 190
units.
ii) Calculate the total inventory cost of the existing inventory policy:
Total inventory cost = Ordering cost + Carrying cost
Therefore, the total inventory cost of the existing inventory policy is approximately Rs.
2084.74.
iii) Calculate the savings by switching over to EOQ buying inventory policy:
Savings = Total inventory cost (existing policy) - Total inventory cost (EOQ policy)
Savings = Rs. 2084.74 - Total inventory cost (EOQ policy)
To calculate the Total inventory cost for the EOQ policy, we use the EOQ quantity calculated
in step i):
Therefore, by switching over to the EOQ buying inventory policy, the company would save
approximately Rs. 0.09.
Q5) a) Compose Generic Supply Chain Structure for new start-up of vegetable
and fruit selling company. The company receives the orders on their
Android and iOS APP. Workable assumptions can be considered. [10]
OR
b) Draw the product process matrix and map various types of industry
operation processes on the same.
A) A generic supply chain structure for a new start-up vegetable and fruit selling company,
considering the company receives orders on their Android and iOS app, could be as follows:
1. Suppliers:
- Farmers: The company establishes relationships with local farmers or agricultural
cooperatives who can provide a consistent supply of fresh vegetables and fruits.
- Packaging Suppliers: Suppliers that provide packaging materials, such as crates, boxes, or
bags, for storing and transporting the produce.
2. Procurement:
- Order Management System: The company utilizes an order management system integrated
with their Android and iOS app to receive and process customer orders in real-time.
- Inventory Management: The procurement team monitors inventory levels, forecasts
demand, and places orders with suppliers to ensure an adequate supply of vegetables and
fruits.
6. Customer Interface:
- Android and iOS App: The company's Android and iOS app allows customers to browse
and select products, place orders, make payments, and track their deliveries.
- Customer Support: The company provides customer support through various channels like
in-app chat, phone, or email, to address queries, resolve issues, and provide assistance.
7. Customer Feedback and Analytics:
- Feedback Mechanism: The company encourages customers to provide feedback and
reviews on the app, website, or through surveys to understand their preferences and improve
service.
- Data Analysis: The company analyzes customer data, order patterns, and feedback to gain
insights, identify trends, and make informed decisions regarding product assortment, pricing,
and promotions.
It's important to note that this is a generic structure, and the specific implementation may vary
based on the scale, location, and operational requirements of the start-up vegetable and fruit
selling company.
The product-process matrix is a framework that helps classify different types of products
based on their characteristics and match them with appropriate process types. It consists of
four quadrants that represent different combinations of product variety and volume. The
quadrants are as follows:
2. Job Shop Process: In this quadrant, products have moderate volume and variety. Job shop
processes are characterized by the production of small batches or individual products to meet
specific customer demands. Examples include custom furniture manufacturing, print shops, or
specialty restaurants.
To map various types of industry operation processes on the product-process matrix, you
would consider the characteristics of the products being produced and their corresponding
process types. For example:
It's important to note that specific industries or companies may span multiple quadrants based
on the range of products they offer and the level of customization required. The product-
process matrix serves as a helpful tool to understand the relationship between product
characteristics and the appropriate operation processes for efficient production.