OM-I-ABC-MB19

OM-I-ABC-MB19
MBA-BM 2019-21: Term-II

Operations Management - I

Credits	2.0
Faculty Name	Dr. W S William
Program	BM-MBA, Sections: A, B, and C
Academic Year and Term	2019, Term-II

Course Description:

Operations management is concerned with the production of goods and the delivery of services to meet customers’ demand. A major challenge, facing the companies today, is how to deliver high quality products/services to meet ever-changing customer demands in a timely and cost-effective manner. It has also been realized that the operations function must integrate into the overall corporate planning and strategy to achieve such an advantage. Therefore, a sound understanding of operations management is important for all managers.

The objective of this course is to develop a general managerial perspective on the role of operations management at both the tactical and strategic level. The course is designed to provide an understanding of manufacturing and operations as a major functional area of business. In this function, the five major decision areas are PROCESS, CAPACITY, INVENTORY, WORKFORCE and QUALITY. Operations Management gets as close as we can in business life to the act of creation. Since the creation of products and services is the very reason for any organization’s existence, Operations Management should be at the heart of its affairs.

In OM-I the focus is on designing products and processes, allocating scarce resources to strategic alternatives, and long-range capacity and facility planning. These operations functions help in achieving the long-range broader organizational objectives. Later on, in OM-II, we will concentrate on the operational aspects of manufacturing and service systems. Our focus would then be on short- and medium-term planning and control.

Student Learning Outcomes: On successfully completion of this course you will be able to:

· Identify types of operations decisions and explain productive system types
· Understand the external and internal affects of the five operations performance objectives – quality, speed, dependability, flexibility and cost
· Map a process and analyze a process
· Learn different forecasting methods for operations planning
· Explain alternative approaches to capacity planning
· Appreciate scientific methods for making optimal location and layout decisions

Required Text Book:

William J Stevenson, Operations Management, 12th Ed, Mc Graw Hill

Recommended Reference Books:

(R-1) Jay Heizer & B Render, Operations Management, 11th Edition, Pearson

(R-2) Krajewski Lee J & Ritzman Larry P, Operations Management – Process and Value Chains, 10th Edition, PHI

(R-3) Chase, R.B., and N. J. Aquilano,F R Jacobs & Agarwal N K, Operations Management for Competitive Advantage: 11th Ed., Tata Mcgraw-Hill.

(R-4) Buffa E. S. and Sarin R.K., Modern Production Operation Management, 8th Ed., John Wiley & Sons, 1994.

Tentative Session Plan

1. Operations Management Framework

Readings:

a) (Ch-1): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Linda G. Sprague, “Evolution of the field of Operations Management”, Journal of Operations Management 25 (2007), 219-238
2. The Strategic Role of Operations and Concept of Productivity

Readings:

a) (Ch-2): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Gilmore J.H. and B.J. Pine (1997), “The Four Faces of Mass Customization”, Harvard Business Review, Jan-Feb, 91-101.
3. Design of Goods and Services

Readings:

a) (Ch-4): Operations Management, William J Stevenson, 12th Ed., McGraw Hill

b) Edward Feitzinger and Hau L. Lee, “Mass Customization at Hewlett-Packard: The Power of Postponement”, Harvard Business Review, January-February, 1997
4. Process Design and Analysis

Readings:

a) (Ch-6): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Hammer, M., and Stanton, S. “Deep change: How operational Innovation can Transform Your company, Harvard Business Review”, April 1, 2004, vol. 82, No. 4
c) P. Hines and N Rich, “The seven value stream mapping tools”, International Journal of Operations and Production Management, vol-17, No. 1 1997, pp 46-64.

5. Forecasting for Operations Decisions

Readings:

a) (Ch-3): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Sanders, Nada R., and Karl B. Manrodt. “Forecasting in Practice: Use, Satisfaction, and Performance.” Interfaces, vol. 33, no. 5 (2003), pp. 90-93.

6. Capacity Assessment and Planning

Readings:

a) (Ch-5): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Bakke, Nils Arne, and Ronald Hellberg. “The Challenges of Capacity Planning.” International Journal of Production Economics, vols.31-30 (1993), pp. 243-264.
c) Marvin B. Lieberman, “Strategies for Capacity Expansion”, Sloan Management Review, Summer 1987

7. Location Decisions

Readings:

a) (Ch-8): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Bartness, A.D. “The Plant Location Puzzle”, Harvard Business Review (March-April 1994), pp 20-30.
c) Porter, Michael E., and Scott Stern, “Innovation: Location Matters”, MIT Sloan Management Reviews (Summer 2001), 28-36
8. Layout Decisions

Readings:

a) (Ch-6): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Frazier, G.V., and M.T. sprigs, “Achieving Competitive Advantage through Group Technology” Business Horizon, Vol. 39, No. 3 (1996), pp 83-90.
9. JIT and Lean Operations

Readings:

a) (Ch-14): Operations Management, William J Stevenson, 12th Ed., McGraw Hill

Mascitelli, Ron “Lean Thinking: It’s About Efficient Value Creation”, Target, vol. 16 no. 2 (Second Quarter 2000), pp 22-26

a) Parks, Charles M. “The Bare Necessities of Lean”, Industrial Engineer 35, no. 8 (August 2003).
10. Work Design and Measurement

Readings:

a) (Ch-7): Operations Management, William J Stevenson, 12th Ed., McGraw Hill
b) Ken Gregson, “Do We Still Need Work Measurement?”, Work Study, Vol.42 No.5,1993
c) Elnekave, M. and I. Gilad, “Rapid Video-Based Analysis System for Advanced Work Measurement”, International Journal of Production Research 44, no.2 (January 2006).

11. Future challenges of Operations Management/ Wrap up and Concluding remarks

Readings:

a) Fisher M and J Hammond, “Making Supply Meet Demand in an Uncertain World”, Harvard Business Review, May-June, 1994.

Quiz-I, Quiz-II: 20% (either pre-announced or surprise)

Mid-term: 15%

Attendance and Class Participation: 10%

End-term Examination: 40%

Group Project/Assignments: 15%

Case studies:

1. Stonehaven Inc
2. Kristen’s Cookies Company

Group Project:

Detail requirements will be given separately

Policy on class attendance:

Please go through the details given in your MoP. You are advised to come 5 minutes before the class commences. If you come after your name has been called during the roll call, you will be marked absent for that session.

Policy on make-up examination:

There will not be any makeup quiz or mid-term for those who fail to appear. In some cases, percentage of marks obtained in the end-term may be the basis for deciding marks in missed component.

Make-up end-term examination will only be considered in the case of unavoidable medical or other emergencies. Official written evidence must be provided to substantiate the request. The request must be routed through the Dean’s office.

Policy on cellular phone:

If a student brings cellular phone into the classroom, it must be turned off. If this policy is disregarded, and a cellular phone rings during the class time, the student in question will be required to leave the class for the rest of the session.

Policy on cheating and plagiarism:

Please go through the Manual of Policies for details on this issue.

Instructor: Dr. W.S. William

Email:

winfred@ximb.ac.in

, Phone: 06746647851

Secretary: Ms. Jaisy Francis, email: jaisy@ximb.ac.in

Ground floor, New Academic Block, Phone: 0674664736

Created By: Debasis Mohanty on 09/23/2019 at 09:18 AM
Category: BM 19-21 T-II Doctype: Document

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