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PGDM-HRM 2011-2013: TERM-II

DESIGN OF OPERATIONS SYSTEMS-I



INSTRUCTOR: Dr. W.S. William

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 DOS-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 DOS-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.

TOPICS

1. Operations Management Framework

a) (Ch-1): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson

b) W.B. Chow, “No Nonsense Guide to measuring productivity”, Harvard Business Review, January-February 1988.
c) Linda G. Sprague, “Evolution of the field of Operations Management”, Journal of Operations Management 25 (2007), 219-238
2. The Strategic Role of Operations

a) (Ch-2): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson
b) Gilmore J.H. and B.J. Pine(1997), “The Four Faces of Mass Customization”, Harvard Business Review, Jan-Feb, 91-101.
c) Melnyk, Steven A., Douglas M. Stewart, and Morgan Swink. “Metrics and Performance Measurement in Operations Management: Dealing with the Metrics Maze.” Journal of Operations Management, vol. 22, no. 3 (June 2004), pp. 209-217.
3. Process Design and Analysis a) (Ch-3): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson
b) Hammer, M., and Stanton, S. “ Deep change: How operational Innovation can Transform Tour company, Harvard Business Review”, April 1, 2004, vol. 82, No. 4
c) Edward Feitzinger and Hau L. Lee, “Mass Customization at Hewlett-Packard: The Power of Postponement”, Harvard Business Review, January-February , 1997
d) 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.
4. Forecasting for Operations Decisions a) (Ch-3): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson
b) Sanders, Nada R., and Karl B. Manrodt. “Forecasting in Practice: Use, Satisfaction, and Performance.” Interfaces, vol. 33, no. 5 (2003), pp. 90-93.

5. Capacity Assessment and Planning a) (SU-6): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson.
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

6. Location Decisions a) (Ch-7): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson
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

7. Layout Decisions a) (Ch-8): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson
b) Frazier, G.V., and M.T. sprigs, “Achieving Competitive Advantage through Group Technology” Business Horizon, Vol. 39, No. 3 (1996), pp 83-90.
8. Job Design and Work Study a) (Ch-9 & SU-9): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson
b) Aft, Larry, and Neil Schmeidler, “Work Measurement Practices”, Industrial Engineer 35, no. 11 (November 2003)
c) Ken Gregson, “Do We Still Need Work Measurement ?”,Work Study, Vol.42 No.5,1993
d) Elnekave, M. and I. Gilad, “Rapid Video-Based Analysis System for Advanced Work Measurement”, International Journal of Production Research 44, no.2 (January 2006).

9. JIT and Lean Operations a) (Ch-15): Operations Management, Jay Heizer, B Render & Rajasekharan,9th Ed., Pearson
b) Mascitelli, Ron “Lean Thinking: It’s About Efficient Value Creation”, Target, vol. 16 no. 2 (Second Quarter 2000), pp 22-26
c) Parks, Charles M. “The Bare Necessities of Lean”, Industrial Engineer 35, no. 8 (August 2003). Jay Heizer,B Render & J Rajasekharan, Operations Management, 9th Edition,Pearson (R-1) Krajewski Lee J & Ritzman Larry P, Operations Management – Process and Value Chains, 8th Edition,PHI
(R-2) Chase, R.B., and N. J. Aquilano,F R Jacobs & Agarwal N K, Operations Management for Competitive Advantage: 11th Ed., Tata Mcgraw-Hill.
(R-3) Buffa E. S. and Sarin R.K., Modern Production Operation Management, 8th Ed., John Wiley & Sons, 1994

Created By: Debasis Mohanty on 09/10/2011 at 11:26 AM
Category: PGDM(HRM)-I Doctype: Document

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