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(MGT 613)
Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan.
Since its beginning, the company has always been contributing towards the advancement
and development of the engineering sector in Pakistan by introducing a range of quality
electrical equipments and home appliances.
For improvement in different divisions of the company, management of PEL electronics
wants to implement the concept of “six sigma” so as to develop the appliances that are
near to perfection and reliable. A team of Marketing and Operations department experts
is formulated and are asked for their suggestions and expert opinion on this decision.
Suppose that you are the part of that team what will be your recommendations on the
basis of your knowledge of “Production and operations management” on the following
1. What are the factors that will explain that Pak Elektron Limited (PEL) is prepared
for the deployment of “six sigma”? Provide suitable details to support your point.
2. What possible obstacles that the management of Pak Elektron Limited (PEL) have
to face while implementation of “six sigma”. (15)
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Replies to This Discussion

 Rifaqat Bhatti Gud keep it up & thanks for sharing 

Attention Students: You don’t need to go any other site for this assignment/GDB/Online Quiz solution, Because All discussed data of our members in this discussion are going from here to other sites. You can judge this at other sites yourself. So don’t waste your precious time with different links.

plz share some idea about 1 Q 

Don’t wait for solution post your problems here and discuss ... after discussion a perfect solution will come in a result. 

So, Start it now, replies here give your comments according to your knowledge and understandings....


Dear Students;

Our main purpose here discussion not just Solution. Don’t wait for solution post ur problems here and discuss, after discussion we get right solution.

Obstacles to Implementing Six Sigma ( TQM) includes the lack of:
1. Company-wide definition of quality.
2. Strategic plan for change.
3. Customer focus.
4. Real employee empowerment.
5. Strong motivation.
6. Time to devote to quality initiatives.
7. Leadership.
8. Poor inter-organizational communication.
9. View of quality as a “quick fix”.
10. Emphasis on short-term financial results.
11. Internal political and “turf” wars.

 hamna thanks for sharing ..keep it up 

Attention Students: You don’t need to go any other site for this assignment/GDB/Online Quiz solution, Because All discussed data of our members in this discussion are going from here to other sites. You can judge this at other sites yourself. So don’t waste your precious time with different links.

Date Related to Question 1 

Market research

Market research is the key. Without the necessary information, you're simply flying blind in a storm, headed for a crash landing. Market research does more than confirm your "gut feeling," it provides critical information and direction. It identifies market needs and wants, product features, pricing, decision makers, distribution channels, motivation to buy. They're all critical to the decision process. Take the example of a company several years ago that introduced a new product to the electronics manufacturing market. The research identified the pricing, the distribution channels, product features, everything but the product decision maker. Despite the fact that the new product complemented an existing one, performed a complementary function in manufacturing, and was used in close physical proximity to the existing product, the decision makers were different. The sales force couldn't efficiently call on the new decision makers, and the product failed.


 Are all elements of the process coordinated? Is production on the same time schedule as the promotion? Will the product be ready when you announce it? Set a time frame for the rollout, and stick to it. Many products need to be timed to critical points in the business cycle. Miss it, and invite failure. There are marketing tales galore about companies making new product announcements and then having to re announce when the product lags behind in manufacturing. The result is loss of credibility, loss of sales, and another failure. Capacity If the new product or service is successful, do you have the personnel and manufacturing capacity to cope with the success? Extended lead times for new products can be just as deadly as bad timing.


Test-market the new product.

Be sure it has the features the customer wants. Be sure the customer will pay the price being asked. Be sure the distributor and sales organization are comfortable selling it. You may need to test your advertising and promotion as well.


Who's going to sell the product? Can you use the same distribution channels you currently use? Can you use the same independent representatives or sales force? Is there sufficient sales potential in the new product to convince a distributor, retailer, or agent to take on the new line? There are significant up-front selling costs involved in introducing new products. Everyone in the channel wants some assurance that the investment of time and money will be recovered.


Your sales organization, inside employees, and distribution channels will need to be trained about the new product. If the product is sufficiently complex, you may need to provide face-to-face training. Or perhaps some type of multimedia program will do the job. If the product is not that complex, literature may work. Again, timing is critical. Train before the product hits the shelves, not after.


Finally, you need the promotional program to support the introduction: advertising, trade shows, promotional literature, technical literature, samples, incentives, Web site, seminars, public relations. Time it all with production, inventory, shipments, and training. The new product will simply sit in the warehouse without the right support materials.

sana ya solution kia tekh ni ha jo tens k emotion dy rhi ho

kia batao doll 

 + *¨^¨*+sana(MBA 4sem)+*¨^¨* + thanks for sharing ur idea 


Attention Students: You don’t need to go any other site for this assignment/GDB/Online Quiz solution, Because All discussed data of our members in this discussion are going from here to other sites. You can judge this at other sites yourself. So don’t waste your precious time with different links.


Clearly, training is an essential part of a Six Sigma deployment. Several aspects of the training plan must be considered. For example: What are the training objectives? Who will get trained and in what order? Will everyone receive the same training? If not, what are the criteria for who receives each level or type of training? How will the training be structured and what areas will receive the most attention? What will be the duration of training? What methods, case studies, format, training aids will be used during the training session? Who will conduct the training – internally trained personnel or consultants? What are the selection criteria for choosing instructors?
These are just a few questions that should be taken into account when evaluating the training plan. There are numerous ways to conduct training depending on the objectives or needs of the business and there is no one-size-fits-all solution. However, answering these questions up front and identifying potential issues before training begins will factor into the success of the implementation.
After Six Sigma is initiated and personnel are trained, numerous ideas for projects may be generated. The number of projects launched is far less important than their impact to the bottom line. A handful of successful, completed projects outweigh a multitude of never-ending works in progress.
Maximizing involvement on Green Belt and Black Belt projects may initially help facilitate the culture change within the company if two common pitfalls can be avoided.

  • The first is when employees find themselves on so many project teams that they can barely manage their time. These results in Six Sigma overload and translate into unmet project deliverables.
  • The second is when projects are selected without key stakeholder support or buy-in from the organization’s leadership. This can doom the project from the start.

Even before launching Six Sigma, it is important to assess how projects are selected. Projects should be directly tied into the key business indicators and metrics. “Feel good projects” (those that may be highly visible but with no positive financial outcome) will ultimately erode support for Six Sigma. Management should be able to agree on the importance of each project, regardless of whether it truly grasp the concepts and tools of Six Sigma. There are more questions to answer relative to project selection: Does management select and staff projects or do the Black Belts identify areas of opportunity and petition for support? What are the selection criteria for projects? What is the process to obtain project sponsorship? Ensuring that the organization feels the impact of projects and keeping management engaged are essential to creating a lasting quality program.
Simply kicking off a Six Sigma program does not guarantee results. However, a company can increase its chances for success by objectively evaluating whether the necessary factors for success currently exist in the organization. Then, the company can start spending time preparing a well-thought-out deployment plan.

lecture 26 hai

What are the factors that will explain that Pak Elektron Limited (PEL) is prepared
for the deployment of “six sigma”? Provide suitable details to support your point.

i think es ka upper focus karna hai es Question main

Six Sigma Programs are always directed towards quality improvement, cost cutting and time saving. Six
Sigma Programs are employed in:
Operation management
Inventory management


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