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Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.
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TRAFO 1. WHY BREATHER IS USED. 2. WHY OIL GOES DOWN IN CONSERVATOR TANK. 3. WHY WE ARE TAKING OIL SAMPLE TAKING FROM BOTTOM OF TRANSFORMER. 4. HOW TO CHECK IR VALUE OF TRANSFORMER. 5. WHY OLTC HAVING BUCHHOLZ TRIP ONLY; WHY NO ALARM. 6. OFF LOAD TAP CHANGER OPERATION PROCEDURE. 7. TR. SHUTDOWN / ISOLATION PROCEDURE. 8. WHEN THREE TRS. IN PARALLEL, ONE TR. IS NOT SHARING THE LOAD – WHAT IS REASON AND WHAT YOU WILL DO. 9. WHY TR. HAS OLTC IN HV SIDE. 10. WHAT IS % IMPEDANCE. 11. WHY TR. RATING IN MVA. 12. WHAT IS VECTOR GROUP IN TR. 13. CONDITION FOR PARALLEL OPERATION OF TRS. 14. WHAT IS TERTIARY WINDING. WHERE IT WILL BE. 15. IF TR. TRIP ON BUCHHOLZ OR TAP CHANGER RELAY, WHAT YOU WILL DO. 16. DIFFERENCE BETWEEN OIL TEMP. AND WINDING TEMP. PROTECTION 17. HOW WINDING TEMP. IS MEASURED IN CAST RESIN TR. 18. DIFFERENT TYPES OF FAULTS IN TR. Trafo - Page-1 of 2 19. WHAT HAPPENS WHEN TR. CHARGED FROM LV. 20. WHAT WILL YOU DO IF MEGGER READING SHOWS ZERO BETWEEN LV WINDING AND EARTH. 21. CAN WE INTERCHANGE BUCHHOLZ RELAY OF MAIN TANK AND OLTC TANK. 22. IF THE LINE BETWEEN BREATHER AND CONSERVATOR TANK 23. LOCKED, WHAT WILL HAPPEN DURING LOAD CYCLE. 24. WHAT IS THE FUNCTION OF OIL SEAL IN BREATHER. 25. WHAT ARE LOCATIONS FOR BUCHHOLZ RELAY FIXED IN POWER TR. 26. WHAT ARE CHECKS IN POWER TR. DURING MAINTENANCE. 27. WHAT IS IMPORTANT WHEN WE CHECK OLTC OPERATION DURING MAINTENANCE. Trafo - Page 2 of 2
I have a reference table called 1. of 2 fields called 1.BadgeGroups(BG)and 1.Badges(B)like BG G aa 10 aa 11 bb 12 bb 13 bb 14 Using MS Design View Table 2 has 3 fields called 2.name, 2.badgegroup and 2.group In Table 2 called 2. they calls Table 1 for 2 fields BUT with the second field 2.badges, I want the combo box only to display the 1.badges where 2.badgegroup = 1.badgegroup The current select I have is for Table Data View Row Source is: 2.badgegroup is filled from a Combo box using Select Distinct etc from Table 1. Tried different syntax's but still lost, looking for some help SELECT 1.[BadgeGroup], 1.Badge FROM 1. WHERE 1.[BadgeGroup]=Me.2.BadgeGroup); I can populate 2.badgegroup with a
