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Course Plan SLOP 501
Operations Management
Operations Management
Instructor: J. PRINCE VIJAI Class of 2014/Section-E
Page 2 of 8
OPERATIONS MANAGEMENT
PROGRAM MBA COURSE CODE SLOP 501 INSTRUCTOR J. PRINCE VIJAI
SEMESTER II SESSIONS 33 E-MAIL ID [email protected]
CLASS OF 2014 CREDITS 3 CONSULTING HOURS By Appointment (E-003)
COURSE DESCRIPTION
This course helps students understand, appreciate, and apply concepts and contemporary practices of managing operations in manufacturing as well as service sectors. Students will learn several analytical techniques and frameworks used to overcome the challenges faced in integration of numerous activities and processes to manufacture products and deliver services competitively. Operations Management is a “Theory of Action”. Many a plan runs aground due to poor execution. Thus, Strategy, Processes Design & Selection, Planning & Control, and Scheduling topics help managers to improve competitive edge by an effective way of designing & managing manufacturing/service operations.
TEXT BOOK
“Operations & Supply Management”, by Richard B. Chase, Ravi Shankar, F. Roberts Jacobs, and Nicholas J. Aquilano. Tata McGraw-Hill Education, New Delhi. 2010. 12th Edition (Special Indian Edition).
REFERENCE BOOKS
1. “Operations management - Theory and Practice”, B. Mahadevan, Pearson Education. New Delhi. 2010. 2nd Edition. 2. “Quantitative Analysis for Management”, Barry Render, Ralph M. Stair, and Michael E. Hanna. Prentice Hall Publication, New Delhi. 2008. 9th
Edition. (For Linear Programming and Transportation Problems) 3. “Production and Operations Management”, Everette E. Adam and Ronald J. Ebert. Prentice Hall of India. New Delhi. 2004. 5th Edition. 4. “Operations Management Strategy & Analysis”, Lee J. Krajweski and Larry P. Ritzman. Person Education. New Delhi. 2002. 6th Edition. 5. “Operations Management – An Integrated Goods and Services Approach”, James R. Evans and David A. Collier, Thomson Publication, 2007. 6. “Operations Management”, Norman Gaither and Greg Frazier, Cengage Learning Publications, 2004, 9th Edition. 7. “Operations Management” William J. Stevenson, Tata McGraw-Hill Education, New Delhi. 2009, 9th Edition (Special Indian Edition).
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EVALUATION
The students will be evaluated continuously on the basis of the following components across all the sessions.
Sl. No. Components Weightage Due
1 Class Participation - 1 5% 11th Session
2 Class Participation - 2 10% 22nd Session
3 Class Participation - 3 10% 33rd Session
4 Non-Class Participation 15% 4th/28th Session
5 Mid-Term Exam 20% 17th Session
6 End-Term Exam 40%
1. CLASS PARTICIPATION: Your contributions are necessary to create and enhance a positive learning environment for this course. To create this
environment, i-pad/laptop should only be used in class for “referring prescribed cases or exercises” because other use only creates distraction.
Grading will be based on the quality and impact of your contributions, not on quantity (although a minimum amount of the latter is necessary to
deliver on the former.)
VOLUNTARY: In-class contribution will consist of voluntary contributions and regular cold calls. Please leave your name-card up for the entire
duration of each session and keep the same seat for the duration of the semester. We encourage you to be better prepared for class and as a result
improve the overall class discussion. A thorough preparation of the assigned reading materials (includes text book chapter and prescribed case for
that session) is all that is necessary for such leadoff questions. If you feel uncomfortable with being called on in class please let me know in
advance.
ATTENDANCE AND CLASSROOM ETIQUETTE: While I hope you will find it valuable to attend class and will decide to do so, maintaining the required
percent of attendance for each class participation components is mandatory. There is no penalty for missing classes, except that it will of course
reduce your opportunities for earning class participation points. When you attend, you will be expected to fully follow the principles of the IBS code
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of classroom etiquette. In addition, to maintain a positive learning environment, the use of your i-pad/laptop in the classroom is for only “referring
prescribed cases or exercises.”
2. NON-CLASS PARTICIPATION: A group should identify a topic from the course syllabus in order to visit any Industry/Warehouse/Service/Retail Facility as
well as prepare & present a report about it. The potential topic has to be finalized by the end of 4th session. Before the end of 28th session each
group should submit its own report about the focused visit and further appear for micro-presentation/viva-voce.
GROUPS should have five students, each of them bringing different strengths to the table. To increase the learning from the skills and
knowledge that each person brings to the group, groups must be balanced. For example, groups must balance in experience as well as geographical
origins to benefit from cross-learning and multi-disciplinary experiences. You will have an opportunity to form your own groups during the first
class.
GUIDELINES FOR THE REPORT SUBMISSION/MICRO-PRESENTATION will be informed to you in due course of time. If any individual has not contributed
for a particular visit/report, she/he should not append her/his name to the report. It is the group’s responsibility to ensure that this happens.
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OPERATIONS MANAGEMENT - SESSION PLAN
Chapter Session
# Detailed Syllabus Case(s)
Text Book1 Chapter
Reading
PART I: UNDERSTANDING OPEERATIONS MANAGEMENT
Operations
Management 1
The Field of Operations Management, Supply Chain
transformation Processes, Differences between
Services and Goods, Historical Development of
Operations and Supply Management, Current Issues in
Operations Management
Chapter 1
Supply Chain Strategy 2
Supply Chain Strategy, Measuring Supply Chain
Performance, Supply Chain Design Strategy, Service
Supply Chains, Outsourcing, Design for Logistics, Value
Density, Global Sourcing, Sourcing/Purchasing-System
Design Matrix, Mass Customization
ZARA’s Supply Chain
Management Practices Chapter 10
Operations Strategy 3
Operations Strategy, Strategic Fit: Fitting Operational
Activities to Strategy, A Framework for Operations and
Supply Strategy, Productivity Measurement
Operations Management at
Southwest Airlines Chapter 2
PART II: PROCESSES SELECTION & DESIGN
Process Analysis 4 & 5
Process Analysis, Process Flowcharting, Types of
Processes, Measuring Process Performance, Process
Analysis Examples, Process Throughput Time
Reduction
Crunching Munch Time a Little.
Takira Motors: Creating
Assembly and Process Chart
Chapter 6
1 “Operations & Supply Management”, by Richard B. Chase, Ravi Shankar, F. Roberts Jacobs, and Nicholas J. Aquilano. Tata McGraw-Hill Education, New Delhi. 2010. 12th Edition (Special Indian Edition). Students may follow chapter titles as per the syllabus.
Page 6 of 8
Manufacturing
Processes 6
How Production Processes are Organized, Break-even
Analysis, Manufacturing Process Flow Diagram Made in India Chapter 7
Facility Layout 7 & 8
Basic Production Layout Formats, Workcenters,
Assembly Lines, Cells, Project Layouts, Retail Service
Layout, Office Layout
Travelsafe Manufacturing
Company (TMC)
Load Matrix (Unraveling
Jumbled Flows with Relative
Station Proximity)
Chapter 7A
Service Processes 9 & 10
The Nature of Services, An Operational Classification
of Services, Designing Service Organizations,
Structuring the Service Encounter: Service-System
Design Matrix, Service Blueprinting and Fail-Safing,
Three Contrasting Service Designs, Managing
Customer-introduced Variability, Applying Behavioral
Science to Service Encounters, Service Guarantees as
Design Drivers
Spice Jet: Dedicated to Serve
Customers with Excellence Chapter 8
Waiting Line Analysis 11 Economics of the Waiting Line Problem, The Queuing
System, Waiting Line Model (M/M/1 Model)
Harish Automobile Repair
Shop: A Case of Queuing
Theory
Chapter 8A
&
Chapter 14 of
Quantitative
Analysis for Mgt. by
Render & Stair
Product & Service
Design
12 & 13
The Product Design Process, The Product
Development Process, Designing for Customer –
Quality Function Deployment, Value Analysis, Value
Engineering, Designing Products for Manufacture and
Assembly, Designing Service Products, Measuring
Product Development Performance
Ford Motor Company in India:
Developing Ford Figo
The Tata Nano Project - Making
of the World's Cheapest Car
Chapter 4
Page 7 of 8
PART III: PLANNING & CONTROLING OF OPERATIONS
Logistics & Facility
Location 14
Logistics, Decisions related to Logistics, Issues in
Facility Location, Plant Location Methods - Factor
Rating Systems, Centroid Method, Locating Service
Facilities
Locating and Laying Out the
Fast Food Business
(McDonald’s Case Study)
Chapter 11
Transportation
Problem 15
Transportation Methods – North-West Corner
Method, Least Cost Method, Vogel’s Approximation
Method, Stepping Stone Method
Utilization of Transportation
Method in Sandino Furniture
Chapter 10 of
Quantitative
Analysis for Mgt. by
Render & Stair
Product Mix Problem 16 Formulation – solution through Linear Programming
using Excel Alexander Machine Company Chapter 2A
Mid-Term Exam 17 Mid-Term Exam
Capacity Planning 18
Capacity Management in Operations, Capacity
Planning Concepts, Capacity Planning, Planning
Service Capacity
Capacity Planning at General
Motors India Chapter 5
Aggregate Sales &
Operations Planning 19
Introduction, Overview of Sales and Operations
Planning Activities, The Aggregate Operations Plan,
Aggregate Planning Techniques
Bake a Cake Chapter 16
Inventory Control 20, 21
& 22
Definition of Inventory, Purposes of Inventory,
Inventory Costs, Independent versus Dependent
Demand, Inventory Systems, Fixed –order Quantity
Models, Fixed-time Period Models, Selective Control
Systems including ABC Inventory Planning, Optional
Replenishment System, Two-Bin System, One-Bin
System
Inventory Management
through ABC Analysis - A Case
Study for Super Sounds Inc.
Chapter 17
Page 8 of 8
Material
Requirements
Planning
23 & 24
Master Production Scheduling, Where MRP Can Be
Used, Material Requirements Planning System
Structure, MRP Examples
Material Requirements at
King’s Furniture Chapter 18
Scheduling 25 & 26
Manufacturing Execution Systems, Nature and
Importance of Work Centres, Priority Rules and
Techniques, Shop-floor Control, Personnel Scheduling
in Services
Keep Patients Waiting? Not in
My Office (Text Book Case) Chapter 19
PART IV: PUTTING-IT-ALL-TOGETHER
Quality Management 27, 28
& 29
Total Quality Management, Quality Specification and
Quality Costs, Six-Sigma Quality, The Shingo System:
Fail-Safe Design, ISO 9000 and ISO 14000, External
Benchmarking for Quality Improvement
Toyota Motor Company: Losing
its Quality Edge?
Six Sigma at GE
Cost of Quality - The Case of
Suzlon’s Blade Recall
Chapter 9
JIT & Lean Operations 30 & 31 Lean Logic, The Toyota Production System, Lean
Implementation Requirements, Lean in Services
Toyota’s JIT Revolution
Lean Manufacturing Initiatives
at Boeing
Harley-Davidson's Just-in-Time
(JIT) Journey
Chapter 12
Project Management 32 & 33
Introduction, Structuring Projects, Work Breakdown
Structure, Project Control Charts, Network Planning
Models, Managing Resources
ISRO: Managing Programs and
Projects
Sakhalin-1 Project: Delivering
Excellence in Project Execution
Menlo Innovations: A New
Approach to Workplace &
Project Management
Chapter 3