Answer / kumararvind

CONSUMPTION BASED PLANNING MEANS HOW MUCH THE CONSUMERS ARE CONSUMING THE PRODUCT AT THE PRESENT TIME AND ON THE BASIS OF CONSUMPTION LEVEL THE COMPANY PLANS TO PRODUCE THE PRODUCT, BUT DEMAND BASED PLANNING MEANS-TO PRODUCE THE PRODUCT ON THE BASIS OF PRESENT DEMAND AND PLAN FOR FUTURE ON THE BASIS OF FUTURE PREDICTED DEMAND. CONSUMPTION BASED PLANNING IS BASICALLY FOCUSED ON PRESENT BUT DEMAND BASED PLANNING ALWAYS INCLUDES FUTURE REQUIREMENTS.

"Decision making is the primary task of the manager." Comment.

1 Answers  

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Being a researcher in marketing company how can you search the opportunities and monitor the threats of your product?

0 Answers   IBM,

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I am going to apply for F1 visa interview in month of decmeber. I have two queries...i am applying on student visa aftr 8yrs of my study. in that 8 yrs i was working with MNC companies. will it affects for getting F1 visa? and the second question is i gave ielts but score expired in month of november. will it affects for the same?

1 Answers   Geodis Overseas,

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why u want to join a bank? as u have agriculture background.

5 Answers   Corporation Bank,

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hi. I had given catholic syrian bank final round of interview at bombay for specialist officer. i want to know whether the result has been announced or not?

1 Answers   Catholic Syrian Bank,

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How do you plan the requirements of material which are very rarely moving and unpredictable in demand?

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how do you calculate safety stock for consumption based planning?

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What do you mean by incomplete records?

0 Answers   LGX,

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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.

0 Answers   IIPM, MBA,

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WHY DO YOU WANT TO WORK FOR US???

0 Answers   Federal Bank,

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HOW MANY TYPES OF COMPANY ?

3 Answers  

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what is equity

1 Answers  

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