All firms and organizations are involved in some sort of transformation process. Operations management is the designing and management by an organization of all activities required to transform input resources into output products and services. The operations manager plans production, schedules work, and controls resources so as to meet the goals of the organization. Manufacturing operations transform tangible inputs into tangible outputs which should be worth more than the total cost of the inputs. Service operations transform by transporting, storing, repairing, sorting and rearranging, etc. This course is about some of the issues, techniques, and methodologies practicing managers use to make operations more efficient and competitive. Topics include operations strategy, process design, capacity planning, facilities location and design, forecasting, production scheduling, inventory control, quality assurance and lean operations. The topics are integrated using a systems model of the operations of an organization.
This course introduces major concepts and tools used in the design and use of operations systems in organizations. It introduces the discipline and the role the function plays in a value-creating organization. Emphasis is given both to familiarization of various production processes and service systems, and to quantitative analysis of problems/ issues arising in the management of operations. The course requires the use of analytical techniques to develop critical thinking and to sharpen decision-making skills. The students are given the opportunity to apply what they are learning to practice problems, case studies and projects.
| Week | Topics |
|---|---|
| 1 | Introduction and Orientation |
| 2 | Introduction to Operations Management - Chapter 1 - LO 1 .1 Defi ne operations management 4 LO 1 .2 Explain the distinction between goods and services 11 LO 1 .3 Explain the diff erence between production and productivity 13 LO 1 .4 Compute single-factor productivity 14 LO 1 .5 Compute multifactor productivity 15 LO 1 .6 Identify the critical variables in enhancing productivity 16 |
| 3 | Operations and Strategy - Chapter 2 - LO 2 .1 Define mission and strategy 36 LO 2 .2 Identify and explain three strategic approaches to competitive advantage 36 LO 2 .3 Understand the significance of key success factors and core competencies 42 LO 2 .4 Use factor rating to evaluate both country and outsource providers 47 LO 2 .5 Identify and explain four global operations strategy options 49 |
| 4 | Forecasting - Chapter 4 - LO 4.1 Understand the three time horizons and which models apply for each 108 LO 4 .2 Explain when to use each of the four qualitative models 111 LO 4.3 Apply the naive, moving-average, exponential smoothing, and trend methods 113 LO 4.4 Compute three measures of forecast accuracy 118 LO 4.5 Develop seasonal indices 127 |
| 5 | Quality Management - Chapter 6 - LO 6 .1 Define quality and TQM 217 LO 6 .2 Describe the ISO international quality standards 218 LO 6 .3 Explain Six Sigma 221 LO 6 .4 Explain how benchmarking is used in TQM 223 LO 6 .5 Explain quality robust products and Taguchi concepts 225 LO 6 .6 Use the seven tools of TQM 226 |
| 6 | Review Before Midterm Exam |
| 7 | Midterm Exam |
| 8 | Process Strategy - Chapter 7 - LO 7 .1 Describe four process strategies 282 LO 7 .2 C ompute crossover points for diff erent processes 286 LO 7 .3 U se the tools of process analysis 289 LO 7 .4 D escribe customer interaction in service processes 293 LO 7.5 Identify recent advances in production technology 294 |
| 9 | Capacity Planning - Chapter 7s - LO S7.1 Define capacity 308 LO S7.2 Determine design capacity, eff ective capacity, and utilization 310 LO S7.3 Perform bottleneck analysis 315 LO S7.4 Compute break-even 319 LO S7.5 Determine expected monetary value of a capacity decision 323 LO S7.6 Compute net present value 324 |
| 10 | Sustainability & the Supply Chain - Chapter 5s - LO S 5.1 Describe corporate social responsibility 194 LO S 5.2 Describe sustainability 195 LO S 5.3 Explain the 3R s for sustainability 198 LO S5.4 Calculate design for disassembly 199 LO S 5.5 Explain the impact of sustainable regulations on operations 2038 Apply decision trees to product issues 182 |
| 11 | Layout Strategies - Chapter 9 - LO 9.1 Discuss important issues in office layout 372 LO 9.2 D efi ne the objectives of retail layout 374 LO 9.3 D iscuss modern warehouse management and terms such as ASRS, cross-docking, and random stocking 375 LO 9.4 I dentify when fi xed-position layouts are appropriate 378 LO 9.5 E xplain how to achieve a good process-oriented facility layout 379 LO 9.6 D efi ne work cell and the requirements of a work cell 383 LO 9.7 D efi ne product-oriented layout 386 LO 9.8 E xplain how to balance production flow in a repetitive or product-oriented facility 387 |
| 12 | Inventory Management - Chapter 12 - LO 12.1 C onduct an ABC analysis 492 LO 12.2 E xplain and use cycle counting 493 LO 12.3 E xplain and use the EOQ model for independent inventory demand 496 LO 12.4 C ompute a reorder point and explain safety stock 502 LO 12.5 A pply the production order quantity model 503 LO 12.6 Explain and use the quantity discount model 505 LO 12.7 Understand service levels and probabilistic inventory models 511 |
| 13 | Lean Operations - Chapter 14 - LO 1 6.1 Define Lean operations 638 LO 16.2 Define the seven wastes and the 5Ss 638 LO 16.3 I dentify the concerns of suppliers when moving to supplier partnerships 642 LO 16.4 D etermine optimal setup time 645 LO 16.5 D efi ne kanban 647 LO 16.6 C ompute the required number of kanbans 648 LO 16.7 I dentify six attributes of Lean organizations 651 LO 16.8 Explain how Lean applies to services 652 |
| 14 | Project Presentations |
| Method | Qty | % Each |
|---|---|---|
| Midterm Exam(s) | 1 | 30 |
| Project | 1 | 30 |
| Final Exam | 1 | 30 |
| Other | 1 | 10 |
Operations Management: Sustainability and Supply Chain by Heizer, Render & Munson. 14th Edition, Prentice Hall, 2023