MGT 025 Operations Management

Transcription

1 SUMMER 2016 MGT 025 Operations Management Term: 2016 Summer Session Instructor: Staff Classroom: RM 204-A, #1 Teaching Building Office Hours: TBA Course Description& Objectives: The overall objective of this course is to provide you, the student, with the clear understanding of two key topics: 1.How functional areas within the firm coordinate their activities to convert inputs (raw materials, labor, capital, intellectual property, brand value, etc.) into customer-valued outputs (products and services) 2.Specific operations management techniques and methodologies employed by businesses to achieve sustainable competitive advantage in the marketplace Operations Management involves the systematic planning, designing, operating, controlling and improving the processes that transform inputs into finished goods and services. Managing operations is critical to every type of organization, because only through effective and efficient utilization of resources can any organization be successful. This is especially true today, when we see that significant competitive advantages accrue to firms that manage their operations effectively. Careful design and management of operations is of utmost importance for both the long-term success and survival of a firm. Operations Management provides insight to how firms manage their resources to gain a competitive advantage. It examines the design, control, and strategic management of the systems responsible for transforming raw materials into finished goods, equipment optimization, and human resource planning and facilities management; all with a focus on the creation of valued products and services in a competitive global environment. Additional Operations Management & Supply Chain Management (SCM) concepts will be covered: global supply chains will be defined, optimization by process flows vs. functional silos, the role of just-in-time inventory, the bullwhip effect, supplier relationships, production optimization via technology, production bottlenecks, and the impact of information technology (i.e., ERP, MRP and other specialized systems) within the operations and supply chain frameworks. As a student in this course, you will: Learn basic definitions and components of Operations Management theory and practice Learn the linkage between processes and operations management performance, various programs (TQM, Lean, Six-Sigma, Reengineering) that can be used for 1

2 SUMMER 2016 analyzing and improving business processes. Understand how Operations Management contributes to value creation (value-added) within a company Learn critical elements of operations management including forecasting, facility location, capacity planning, and sales and operations planning. Recognize and understand cross-functional interdependencies inherent with the product design process and process flow analysis Understand how inventory management, Just-In-Time (JIT), and lean manufacturing contribute to reduced cost of goods sold Determine the importance and application of systems designed to ensure quality products in addition to information technology and decision support systems within the Operations Management environment Demonstrate enhanced analytical/problem solving skills, through problem definition and clarification, data collection, interpretation, and analysis Meaningfully participate in class discussions on Operations Management topics each week Work together in small project teams to analyze cases and present your findings to the class During this course, we will present several new analytical techniques and apply the concepts learned from the Quantitative Methods course. When analytical methods are not applicable, we will seek a careful understanding and clear articulation of the situation at hand, identification of the options and strategies available, and analysis of the trade-offs involved in choosing among the options. Grade: 30% Quizzes (3 x 10% each) 10% Attendance and participation 10% Group project, including presentation evaluation 20% Midterm 30% Final exam Project will be discussed in class and details, as well as group formation will be taking place within the first week of classes. Textbook: Operations Management, Jay Heizer and Barry Render, Pearson, (2011), 10th edition. Attendance Policy: Regular and prompt attendance is required. Under ordinary circumstances, you may miss two classes without penalty. Each absence over this number will lower your course grade by a third of a letter and missing more than five classes may 2

3 SUMMER 2016 lead to a failing grade in the course. Arriving late and/or leaving before the end of the class period are equivalent to absences. Policy on Late Withdrawals : In accordance with university policy, Appeals for Late Withdrawal will be approved ONLY in cases of medical emergency and similar crises. Course Schedule: The course has 24 class sessions in total. All sessions are 2 hours in length. Class 1: Course introduction, project discussion and team (group formation) Chapter 1, Operations and Productivity Class 2: Project team formation completed Chapter 2, Operations Strategy in a Global Environment Class 3: Review of Modules (Appendix, Part IV) Chapter 3, Project Management Class 4: Chapter 4, Forecasting Class 5: Review for Quiz No.1 Class 6: Quiz No.1 Chapter 5, Design of Goods & Services Class 7: Chapter 6, Managing Quality Class 8: Chapter 7, Process Strategy Capacity and Constraint Management Class 9 Chapter 7, Process Strategy Capacity and Constraint Management(Cont.) 3

4 SUMMER 2016 Class 10: Chapter 8, Location Strategies Class 11: Review for the Midterm Midterm (chapters 1-8) Class 12: Review of the Midterm Chapter 9, Layout Strategies Class 13: Chapter 10, Human Resources, Job Design, and Work Measurement Class 14: Review for Quiz No.2 Class 15: Quiz No. 2 Chapter 11, Supply Chain Management Class 16: Outsourcing Chapter 12, Inventory Management Class 17: Chapter 13, Aggregate Planning Class 18: Chapter 14, MRP & ERP Class 19: Review for Quiz No.3 Class 20: Quiz No.3 Chapter 14, MRP & ERP, continued Class 21: Chapter 15, Short Term Scheduling Class 22: Chapter 16, JIT and Lean Operations 4

5 SUMMER 2016 Class 23: Group Project presentation (s) and evaluation (s) Chapter 17, Maintenance & Reliability Class 24: Global Issues: (discussion) Review for the Final Final exam(chapters 9-17): TBA Academic Integrity: Students are encouraged to study together, and to discuss lecture topics with one another, but all other work should be completed independently. Students are expected to adhere to the standards of academic honesty and integrity that are described in the s Academic Conduct Code. Any work suspected of violating the standards of the Academic Conduct Code will be reported to the Dean s Office. Penalties for violating the Academic Conduct Code may include dismissal from the program. All students have an individual responsibility to know and understand the provisions of the Academic Conduct Code. Special Needs or Assistance: Please contact the Administrative Office immediately if you have a learning disability, a medical issue, or any other type of problem that prevents professors from seeing you have learned the course material. Our goal is to help you learn, not to penalize you for issues which mask your learning. 5