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Kent State University Master of Business Administration Website SYLLABUS BAD 64041OPERATIONS MANAGEMENT (3) COURSE DESCRIPTION: BAD 64041/74041 OPERATIONS MANAGEMENT (3) Develops a framework for analysis of operating problems. Uses computer, quantitative, and behavioral models to develop operating plans consistent with organizations' competitive (or service) strategy. Prerequisite: BAD 64005. I. TO THE STUDENT: The main objective of this course plan, the syllabus, is to assist you, the student, in preparing yourself before coming to a class presentation, in being able to follow a lecture and participate in class, and in doing the adequate work after class. You are going to participate in informal, un-graded assignments in and out of the classroom that allow you to understand the basic theory behind operations management and the quantitative skill used to make decisions in operations. These assignments will prepare for formal, graded assignments where students are evaluated on their mastery of these skills. That is the reason, that your instructor has prepared this syllabus with as much detail as possible. It is actually a tool that will enable you to get the most out of this course.
II. RATIONALE:
As we approach the new millennium, the need for organizations to improve all levels of their operations has never been more important. The effective use of their production resources, the focus in continuous quality improvement, and decision-making could be vital for the success of any organization. The operations function is at the core of a business, because here lays responsibility for most of the labor, materials, equipment, information, energy, and capital used to produce goods and services. Knowledge of operations management prepares managers to face the competitive challenge of effectively managing organizational resources. Operations management merges topics from accounting, marketing, industrial engineering, human factors, management science, and statistics into a blend of analytical tools and strategic issues. The main objective of this course is to enable students to become better managers, particularly if they find themselves working in operations management. A sizable part of the U.S. and international work force is employed in operations related jobs. These jobs are important and challenging, and they can lead to rewarding and successful careers. To achieve this objective, several goals were established and are presented in part III. III. GOALS: Upon successful completion of the course, the student should be able to:
Course Title: Operations Management Instructor: Alan D. Smith, Ph.D., Professor of Operations Management Office: Graduate Office, Kent State University Office Hours: Monday and Wednesday 5:00-5:55 PM, other hours by appointment Telephone: 412-262- e-mail: smitha@rmu.edu B. COURSE DESCRIPTION: Operations Management provides the conceptual and analytical frameworks for managerial decision-making in terms of process design, quality, capacity, project scheduling, and inventory and their implementation in the major functional areas of the business disciplines. Concepts and issues in TQM and SPC are emphasized, including a general framework for quality in the product design and production process using Crosby, Deming, Juran, and other theory and design techniques in measuring quality by statistical processes, reliability and sampling techniques. The course should allow the students develop an expertise in analyzing and improving process flows, including flows of customers in service operations, material flows, and information flows in order to improve overall efficiency and effectiveness of operations in general. Lecture, class discussion, problem-solving with aid of appropriate software applications, case studies, and literature reviews will be stressed.
Prerequisite: Statistics for Management(BAD 64005) C. COURSE SPECIFIC OBJECTIVES: The primary goal of BAD 64041/74041 OPERATIONS MANAGEMENT is to provide graduates of MBA/MS programs at Kent State University with a thorough and carefully planned learning experience in the operations function in making accurate managerial decisions within environmental and information constraints that comply with AACSB standards for graduate education. In general, managerial decision-making tools and skills are much in demand and highly integrated in the various departments, including computer and information systems, finance, economics, statistics, accounting, management, and marketing. This course in operations management would provide students in the traditional and nontraditional MBA programs (i.e., health care services, quality assurance) a focus point for the theoretical and practical knowledge of the quantitative tools and skills acquired in the Quantitative Skills Interactive course (pre-MBA program). This introductory course in Operations Management will develop these applications, as well as enhance the MBA with topics in statistical quality control (SQC), total quality management (TQM), self-directed work teams, inventory management, capacity planning, and other applied production planning and control topics. Specifically, student completing BAD 64041/ OPERATIONS MANAGEMENT will be able to:
- Differentiate and assess the operations decision-making framework in terms of process design, quality, capacity and
delivery of services, and integrating the role of technology in the design and delivery of these services.
- Apply the basic quantitative management skills in business decision-making, such as linear programming and corresponding sensitivity analysis, transportation and transshipment methods, network models including PERT/CPM, queuing, decision analysis, multi criteria decision techniques, forecasting, Markov processes, and calculus-based solution procedures.
- Familiarize the student with techniques and applications of current management sciences/operations management practices through library assignments, literature reviews, case study analysis, and term projects.
- Analyze and improve process flows, including flows of customers in service operations, material flows, and information flows in order to improve overall efficiency and effectiveness of operations in general.
- Access inventory systems, such as EOQ, MRP, JIT, and their impact on costs, technology, lot sizing, project planning and scheduling in optimizing the firm's goals. Software developments and their applications in this area are especially emphasized.
- Apply and interpret statistical methods and hypothesis- testing procedures in the various functional areas of the operations manager, including forecasting and time-series, multivariate and analysis techniques, simulation model effectiveness, and program evaluation.
- Analyze decision problems in operations and the relationship of operations decisions to other business decisions.
- Present the concepts of operations planning and control including and forecasting, capacity, scheduling, inventory, MRP and JIT, and TQM.
- Familiarize the student with operations process management including quality, productivity and process design.
- Present the logistic/transportation function and its interface with operations.
- Evaluate performance measurement and improvement strategies by quantitative and qualitative means in order to measure and obtain feedback on operations performance measurement, including cost, quality, delivery, flexibility, and innovation. This leads to an appreciation into benchmarking of performance and processes, with the goal of increased efficiency and effectiveness of the firm. 19 Developing aggregate production-planning strategies to handle cases dealing with production planning models, dynamic programming production models with or without changing work- levels, machine workloads balancing, backlogging and desegregations.
- Performance measurement and improvement strategies by quantitative and qualitative means in order to measure and obtain feedback on operations performance measurement, including cost, quality, delivery, and flexibility. This leads to an appreciation into benchmarking of performance and processes,
2.7 Global Scope of Operations
- Product Design 3.1 Strategies of New-Product Development 3.2 New-Product Development 3.3 Cross-Functional Product Design 3.4 Quality Function Deployment 3.5 Value Analysis 3.6 Modular Design PART II. PROCESS DESIGN
- Process Selection 4.1 Production-Flow Characteristics 4.2 Classification by Type of Customer Order 4.3. Process Selection Decisions 4.4 Product-Process Strategy 4.5 Cross-Functional Decision Making
- Service Process Design 5.1 Defining Service 5.2 The Service-Product Bundle
5.3 Service Guaranties 5.4 Cycle of Service 5.5 Customer Contact 5.6 Service Matrix 5.7 Employees and Service
- Choices of Technology 6.1 Technologies and the Manager 6.2 Computer Integrated Manufacturing 6.3 Future Office and Services 6.4 Enterprise Resource Planning Services 6.5 Technology Choice
- Process-Flow Analysis 7.1 Systems Thinking 7.2 The Process View of Business 7.3 Flowchart Analysis 7.4 Materials-Flow Analysis 7.5 Information-Flow Analysis 7.6 Using Process-Flow Analysis
PART IV: CAPACITY AND SCHEDULING
- Supply Chain Management 10.1 Definitions and Terminology 10.2 Systems Interactions 10.3 Coordination in the Supply Chain 10.4 Measuring the Supply Chain Performance 10.5 Structural Improvements 10.6 Virtual Supply Chains 10.7 Virtual Supply Chains
- Forecasting 11.1 A Forecasting Framework 11.2 Qualitative Forecasting Methods 11.3 Time-Series Forecasting 11.4 Moving Average 11.5 Exponential Smoothing 11.6 Forecast Errors 11.7 Advanced Time-Series Forecasting 11.8 Causal Forecasting Methods
11.9 Selecting a Forecasting Method
- Facilities and Aggregate Planning 12.1 Facility Decisions 12.2 Facility Strategy 12.3 Aggregate Planning Definition 12.4 Planning Options 12.5 Basic Strategies 12.6 Aggregate Planning Costs 12.7 Example of Costing
- Scheduling Operations 13.1 Batch Scheduling 13.2 Gantt Charting 13.3 Finite Capacity Scheduling 13.4 Dispatching Rules 13.5 Infinite Capacity Loading 13.6 Planning and Control Systems
- Project Scheduling 14.1 Objectives and Tradeoffs
16.2 MRP versus Order-Point Systems 16.3 MRP Example 16.4 MRP Elements 16.5 Operating an MRP System 16.6 The Successful MRP System
- Just-in-Time Systems 17.1 Philosophy of JIT 17.2 Elements of JIT System 17.3 Stabilizing the Master Schedule 17.4 The Kanban System 17.5 Reducing Setup Times and Lot Sizes 17.6 Layout and Equipment 17.7 Effect on Workers 17.8 Suppliers 17.9 Implementation of JIT 17.10 Comparison of MRP and JIT 17.11 Beyond JIT to Time-Based Competition
E. COURSE REQUIREMENTS
The course, BAD 64041/74041 OPERATIONS MANAGEMENT, is an integral part of the MBA program, and a very important integrative course of other managerial business disciplines. Therefore, the instructor expects from the students to demonstrate a professional attitude, and also expects from them to: 1 Come prepared to class presentation, participate in class discussions and case analyses, and contribute in class with relevant opinions.
- Take one intermediate and one final exam.
- Take periodic quizzes, or hand out selected homework assignments.
- Learn how to use Excel, or any other computer package recommended or provided by the instructor.
- Attend classes regularly. F. TEXT, READINGS AND COMPUTER SOFTWARE: Textbooks: Principles of Operations Management, 5th ed. Jay Heizer and Barry Render, Prentice Hall: New York, 2003. Journals: Harvard Business Review
- Use of handout materials provided by the course instructor.
- Demonstration and interpretation of applications software.
- Role-playing and discussions in case studies.
- Evaluations.
- Use of audiovisual materials such as transparencies and videotapes.
- Use of outside speakers if available. A variety of activities will also be used, including but not limited to the following:
- A class project.
- Summaries of journal articles.
- Use of textbook materials and homework assignments.
- Written evaluations of computer assignments.
- Written evaluations and interpretations of numerical exercises.
- Reading and critically comment 2 to 5 case studies given in class.
- Perform computer assignments on linear programming, transportation, PERT/CPM, queuing and forecasting via appropriate software, such as MS-Excel, QSB+ and/or Management Scientist.
H. EVALUATION CRITERIA AND MEANS:
The student's performance in the course will be evaluated in both course theoretical concepts and analytical techniques by means of two exams, one intermediate exam given during the fourth week of classes, and a final exam given in the last week of classes. These exams will consist primarily of general operations management theory and principles, or problems formulated to be solved, analyzed and interpreted using various analytical techniques discussed in the course. They may include questions requiring definitions, short essay responses, true/false questions, and/or multiple-choice questions. The students must demonstrate their practical understanding of theory, mathematical algorithms and other concepts related to the course. In addition to in class tests, instructors may incorporate other criteria to evaluate students. Periodically unannounced quizzes may be given at the beginning of a class or selected homework assignments may be collected. At least two literature reviews are suggested to acquaint students to referred articles in their discipline that uses OM techniques. Each review must be typed and have a photocopy of the original article attached to your final report, which will consist of the following major headings: a. Citation b. Research classification c. Statement of problem d. Types of operations management/decision science techniques
