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Course Plan SLOP 501

Operations Management


Instructor: J. PRINCE VIJAI Class of 2014/Section-E

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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).

mailto:[email protected]

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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


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.

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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

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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

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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

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