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Transcript of Course Code Required

Dr. Chitresh Kumar / Dr. Manjot Singh Bhatia/ Prof. Abhishek Vashishth
Email: [email protected], [email protected], [email protected]
INTRODUCTION TO THE COURSE
This course provides students with concepts, techniques and tools to design, analyze, and improve operational
capabilities of an organization, and apply them to a broad range of application domains and industries. It emphasizes
the effect of uncertainty in decision-making, as well as the relationship between high-level financial objectives and
operational capabilities.
COURSE OBJECTIVES
What should be your learning at the end of this course? You should be able to achieve the following (not more than
five objectives by using SMART (Specific, Measurable, Achievable, Relevant and Time-Oriented) Principles.
Analyze business operations using appropriate performance measures, such as flow time, throughput rate
and capacity.
to improve the process.
Understand the theory and implementations of quality control activities for different industries.
Understand the concept of process control / quality control in organizations.
Understand the concept of inventory management and waiting line theory.
Evaluate the importance of demand forecasting in operations.
LEARNING GOALS
In addition to the specific course related objectives, this course is designed to achieve the following learning goals
1. Critical and Integrative thinking: Each student will be able to identify key issues in Operations & Supply Chain
Management, develop a perspective that is supported with relevant information and integrative thinking, to
draw and assess conclusions. This learning goal will be measured through assignments and submissions
2. Awareness of Global Issues affecting Operations & Supply Chain Management: Each student will be able to
identify key relevant global issues and be able to analyze the impact of the global environment on Operations
& Supply Chain Management, as compared with domestic market related management issues. This learning
goal will be assessed through lectures and class discussion on a plethora of aspects of managing operations
and supply chain, both from the global as well as the local perspective. Additionally, the students will be
required to look into a real life problem on Operations & Supply Chain Management and determine a solution
of the same, which will comprise a part of team evaluation.
3. Interpersonal Awareness and Working in Teams: Each student shall demonstrate an ability to work effectively
in a team, exhibiting behavior that reflects an understanding of the importance of individual roles and tasks
and the ability to manage conflict and compromise so that team goals are achieved. (For example, the team
based e presentation in the class will be a major component for measurement of this learning goal).
4. Effective Presentation Skill: Each student shall be able to communicate verbally in an organized, clear,
persuasive manner and be a responsive listener. (For example, class participation and project presentation
will be used to assess effective oral communication.
TEACHING METHOD
The course will consist of lectures, in-class discussions and case analysis. The backbone of this course will be in-class
discussions, which will aid in tying up the concepts taught in the class with examples from the practical world. Therefore,
it is expected that the onus of learning will be with the student and the instructor will act as a facilitator. Furthermore,
the team project is expected to facilitate the students to explore the role of operations management from the lens of
the practical world, in addition to teaching them valuable attributes of teamwork. The key to learning this way is to see
many examples and many situations and learning inductively from the different experiences of students.
TEAMS AND TEAM WORK
You will be informed about your team members and you should prepare cases for class discussion. You will have no
more than 4 members in your team. The team members for the group presentation will be chosen by the JGBS
executive office and the instructor has no say in the selection process. The final grade may be adjusted downward
(up to a maximum of 5 %) if a person on a team has not pulled his/her weight. A team member who is absent for a
particular presentation will automatically receive a zero grade for that presentation..
ATTENDANCE POLICY
Attendance to all the sessions is as per the university rules (minimum 75% excluding all leaves). The following
instances will also be treated as absence unless prior permission is taken
Attending only part of a session, including either entering or leaving during the break
Arriving in class after the session is scheduled to begin
GRADING
The course grade will be determined on the basis of
Evaluation
Item
Weightage Nature Explanation
Midterm 20% Individual There will be a midterm examination, carrying 20% of the total grade.
Class
Participation
10% Individual Continuous in nature and summed up over the entire duration of the
course
Project Work 20% Group This will comprise of two presentations and a final report based on the
presentations. Further details regarding these will be discussed in the
class.
End Term 50% Individual Final examination, which will be closed notes / closed book in nature
PROJECT (TEAM BASED)
The purpose of the Analysis Project is to give students the opportunity to practice all of the skills taught in this class,
and to meld the results of those activities into a coherent and professional presentation and report that describes the
recommendations for managing operations in an organization. The specific project to be completed this semester will
be discussed in class. Detail about the requirements of this assignment and specifications for the final report will be
provided to the students, including a detailed requirement of the report as well as the presentation, and will be
discussed throughout the semester. Please note that it is intended that the materials created for the progress reports
will be included in the final paper. Finally, the students should maintain coherency between the two presentations and
the final report should be a cumulative output of the topics presented in both presentation 1 and 2.
DELIVERABLES
Each team will turn in a maximum ten page report (1.5 spaced, 12 point font, Arial), not including the references and
the exhibits) and submit it over email to [email protected] on or before the mutually decided date (session # 26,
in this case). This project report submissions should be in MS word format. Students are not permitted to copy from
websites and they will be penalized if found copying/lifting from the website (There will be a plagiarism check). However
they can quote the source and accession at the end of the text. Maximum permissible words will be 50 words in a
sentence on continuous basis.
All word documents should be in standard report formats with required headings to make for easy reading. They should
be as per the above guidelines and on an A4 paper with 1-inch default margin. In general appendices and tables do
not count towards the page limit. Please use the tables and appendices in the report; otherwise the reader would get
the impression that there just there to add ‘weight’ to the report.
TEXT BOOK, COURSE PACKAGE AND OTHER READINGS
The required text book for the course is Operations Management, Author: William J Stevenson, 12th Edition, ISBN:
78-9-35-260547-7, McGraw-Hill India. Chapters from this book are assigned as required readings in the class
schedule below. I will assume that you have done those readings when you come to the class. The lectures will take
the book material as a starting point and probe deeper into the issues - it will not regurgitate the book material. If
something in the book is not clear to you, please don’t hesitate to ask.
Cases and any other reading material assigned for reading will be provided to you in a course pack and will be uploaded
in the e-learning platform.
Session No. 01 Introduction to Operations Management
Objective of the session At the end of this session you will be able to:
• Define the terms operations management and supply chain
• Identify similarities and differences between production and service operations
• Explain the importance of learning about operations management
• Identify the three major functional areas of organizations and explain how they
interrelate
• Describe the current issues in business that impact operations management
• Explain the need to manage the supply chain
Readings Chapter 01
Pedagogy Lecture & class discussions
Session No. 02 Operational Strategies
Objective of the session At the end of this session you will be able to:
• List several ways that business organizations compete
• Name several reasons that business organizations fail
• Define the terms mission and strategy and explain why they are important
• Discuss and compare organization strategy and operations strategy, and
explain why it is important to link the two
• Describe and give examples of time-based strategies
• Define the term productivity and explain why it is important to organizations
and to countries
Readings Chapter 02
Case Title/ Number “Home-Style Cookies” (page 67 of the textbook)
Pedagogy Lecture & class discussion
Session No. 03 Managing and Controlling Quality - I
Objective of the session At the end of this session you will be able to:
• Define the term quality as it relates to products and as it relates to services
• Identify the determinants of quality
• Explain the need for quality control
• Discuss the costs associated with quality
• Understand the concept of TQM
• Give an overview of process improvement. • Describe the six sigma methodology. • Describe and use various quality tools.
Readings Chapters 09
Case Title/ Number Chick-n-Gravy Dinner Line (page 405 of Stevenson)
Pedagogy Lecture, class discussions, case discussion & solved numerical examples in class
Session No. 04 Managing and Controlling Quality - II
Objective of the session At the end of this session you will be able to:
• Explain the need for quality control. • Discuss the basic issues of inspection • List and briefly explain the elements of the control process. • Explain how control charts are used to monitor a process and the concepts
that underlie their use. • Use and interpret control charts. • Perform run tests to check for nonrandomness in process output. • Assess process capability
Readings Chapter 10
Session No. 05 Strategic Capacity Planning - I
Objective of the session At the end of this session you will be able to:
• Explain the importance of capacity planning • Describe ways of defining and measuring capacity • Name several determinants of effective capacity • Discuss the major considerations related to developing capacity alternatives • Describe the steps that are used to resolve constraint issues • Briefly describe approaches that are useful for evaluating capacity alternatives
• Outline the steps in the decision process • Describe and use techniques that apply to decision making under uncertainty • Describe and use the expected-value approach • Construct a decision tree and use it to analyze a problem
• Compute the expected value of perfect information
Readings Chapter 05
Session No. 06 Strategic Capacity Planning - II
Objective of the session At the end of this session you will be able to:
• Explain the importance of capacity planning • Describe ways of defining and measuring capacity • Name several determinants of effective capacity • Discuss the major considerations related to developing capacity alternatives • Describe the steps that are used to resolve constraint issues • Briefly describe approaches that are useful for evaluating capacity alternatives
• Outline the steps in the decision process • Describe and use techniques that apply to decision making under uncertainty • Describe and use the expected-value approach • Construct a decision tree and use it to analyze a problem • Compute the expected value of perfect information
Readings Chapter 05
Session No. 07 Process Selection & Facility Layout - I
Objective of the session At the end of this session you will be able to:
• Explain the strategic importance of process selection and the influence it has on the organization and its supply chain.
• Name the two main factors that influence process selection. • Compare the four basic processing types. • Explain the need for management of technology. • List some reasons for redesign of layouts.
Readings Chapter 06
Session No. 08 Process Selection & Facility Layout - II
Objective of the session At the end of this session you will be able to:
• Describe product layouts and their main advantages and disadvantages. • LO6.7 Describe process layouts and their main advantages and
disadvantages. • Solve simple line-balancing problems. • Develop simple process layouts. • Compute the expected value of perfect information
Readings Chapter 06
Session No. 09 Location Planning and Analysis - I
Objective of the session At the end of this session you will be able to:
• Understand the nature of location decisions
• Understand the concept of Global Locations
• Understand the procedures for making a location decision
• Evaluate location alternatives
Readings Chapter 08
Session No. 10 Location Planning and Analysis - II
Objective of the session At the end of this session you will be able to:
• Understand the nature of location decisions
• Understand the concept of Global Locations
• Understand the procedures for making a location decision
• Evaluate location alternatives
Readings Chapter 08
Session No. 11 Inventory Management - I
Objective of the session At the end of this session you will be able to:
• Define the term inventory • List the different types of inventory • Describe the main functions of inventory • Describe the costs that are relevant for inventory management • Describe the A-B-C approach and explain how it is useful • Describe the basic EOQ model and its assumptions and solve typical
problems • Describe the economic production quantity model and solve typical problems • Describe the quantity discount model and solve typical problems • Describe reorder point models and solve typical problems • Explain periodic and continuous review systems • Describe situations in which the fixed-order interval model is appropriate and
solve typical problems • Describe situations in which the single-period model is appropriate, and solve
typical problems
Readings Chapter 13
Case Title/ Number None
Session No. 12 Inventory Management - II
Objective of the session At the end of this session you will be able to:
• Define the term inventory • List the different types of inventory • Describe the main functions of inventory • Describe the costs that are relevant for inventory management • Describe the A-B-C approach and explain how it is useful • Describe the basic EOQ model and its assumptions and solve typical
problems • Describe the economic production quantity model and solve typical problems • Describe the quantity discount model and solve typical problems • Describe reorder point models and solve typical problems • Explain periodic and continuous review systems • Describe situations in which the fixed-order interval model is appropriate and
solve typical problems
• Describe situations in which the single-period model is appropriate, and solve
typical problems
Readings Chapter 13
Case Title/ Number None
Session No 13 Student Presentation - I
Objective of the session To facilitate team presentation by the students
Readings N/A
Readings N/A
Session No. 14 Practice Session - I
Objective of the session At the end of this session you will be able to:
• Revise the concepts learnt on class with the instructor
• Solve a set of numerical examples as a part of concept application
Readings N/A
Readings A set of numerical examples and brief cases will be provided to the students, which
they will solve in class. The instructor will facilitate the process, rather than directly
solving the problems / cases himself / herself.
Case Title/ Number N/A
Session No. 15 Scheduling
Objective of the session At the end of this session you will be able to:
• Explain what scheduling involves and the importance of good scheduling.
• Compare product and service scheduling hierarchies.
• Describe scheduling needs in high-volume systems.
• Describe scheduling needs in intermediate-volume systems.
• Describe scheduling needs in job shops.
• Use and interpret Gantt charts.
• Use the assignment method for loading.
• Give examples of commonly used priority rules.
• Discuss the theory of constraints and that approach to scheduling.
• Summarize some of the unique problems encountered in service systems, and
describe some of the approaches used for scheduling service systems.
Readings Chapter 16
Readings N/A
Case Title/ Number Hi-Ho, Yo-Yo, Inc. (Page 728 in the Stevenson textbook)
Pedagogy Lecture, class discussions, case discussion & solved numerical examples in class
Session No. 16 Management of Waiting Lines - I
Objective of the session At the end of this session you will be able to:
• What imbalance does the existence of a waiting line reveal?
• What causes waiting lines to form, and why is it impossible to eliminate them
completely?
• Understand and calculate infinite and finite source queuing models
Readings Chapter 18
Session No. 17 Management of Waiting Lines - II
Objective of the session At the end of this session you will be able to:
• What imbalance does the existence of a waiting line reveal?
• What causes waiting lines to form, and why is it impossible to eliminate them
completely?
• Understand and calculate infinite and finite source queuing models
Readings Chapter 18
Readings N/A
Case Title/ Number Big Bank (Page 830 in the Stevenson textbook)
Pedagogy Lecture, class discussions, case discussion & solved numerical examples in class
Session No. 18 Project Management - I
Objective of the session At the end of this session you will be able to:
• Describe the project life cycle
• Discuss the behavioral aspects of projects in terms of project personnel and
the project manager
• Explain the nature and importance of a work breakdown structure in project
management
• Give a general description of PERT/CPM techniques
• Construct simple network diagrams
• Describe activity ‘crashing’ and solve typical problems
Readings Chapter 17
Session No. 19 Project Management - II
Objective of the session At the end of this session you will be able to:
• Describe the project life cycle
• Discuss the behavioral aspects of projects in terms of project personnel and
the project manager
• Explain the nature and importance of a work breakdown structure in project
management
• Give a general description of PERT/CPM techniques
• Construct simple network diagrams
• Describe activity ‘crashing’ and solve typical problems
Readings Chapter 17
Session No. 20 Demand Forecasting - I
Objective of the session At the end of this session you will be able to:
• List features common to all forecasts
• Explain why forecasts are generally wrong
• List elements of a good forecast
• Outline the steps in the forecasting process
• Summarize forecast errors and use summaries to make decisions
• Describe four qualitative forecasting techniques
• Use a naïve method to make a forecast
• Prepare a moving average forecast
• Prepare a weighted-average forecast
• Prepare a trend-adjusted exponential smoothing forecast
• Compute and use seasonal relatives
• Compute and use regression and correlation coefficients
• Construct control charts and use them to monitor forecast errors
• Describe the key factors and trade-offs to consider when choosing a
forecasting technique
Session No. 21 Demand Forecasting - II
Objective of the session At the end of this session you will be able to:
• List features common to all forecasts
• Explain why forecasts are generally wrong
• List elements of a good forecast
• Outline the steps in the forecasting process
• Summarize forecast errors and use summaries to make decisions
• Describe four qualitative forecasting techniques
• Use a naïve method to make a forecast
• Prepare a moving average forecast
• Prepare a weighted-average forecast
• Prepare a trend-adjusted exponential smoothing forecast…