Welcome
to OM511 Operations Management
Fall
2006 Syllabus
Guide
to the syllabus
This syllabus is subject to change
-- check it frequently! The current version contains many useful
hyperlinks to relevant information and is available on my web site at
the following URL:
http://dr.grenier.home.mchsi.com/WIU/OM511/Syllabus.html.
Prerequisites:
Course
Objectives:
Operations management (OM)
is defined as the design, operation, and improvement of the
systems that create and deliver the firm’s primary products and
services.
A production system is
defined as a user of resources to transform inputs into some
desired outputs
This course is designed for
students with an interest in general management, but it is also
beneficial for students specializing in other concentrations such as
management information systems, finance, marketing, or accounting. We
examine decisions about supply chains, forecasting, inventories,
output levels, production schedules, just-in-time practices,
suppliers, and distribution. Such major decisions are made frequently
and have a significant cumulative effect not only in manufacturing
organizations but also those that provide services. A key question
becomes how systems and processes can be managed to gain competitive
advantage.Techniques such as forecasting models, ABC analysis, lot
sizing, aggregate planning models, JIT, MRP, and TOC are covered.
Upon the successful completion of
this course, a student should understand:
the
strategic importance of operations and operations management,
how
operations can provide a competitive advantage in the marketplace,
the
relationship between operations and other business functions, such
as Marketing, Finance, Accounting, etc.,
the
issues related to designing and managing operations and the
techniques for doing so.
By the end of this course some of
the following skills and competencies should be further enhanced:
Critical and creative thinking,
and decision making: Ability to recognize, define, and analyze
problems, to generate new and original alternatives for solving
problems, and to effectively choose from among those alternatives
when making decisions.
Oral communication: Ability
to make formal and informal presentations and to listen effectively.
Written communication: Ability
to present views in writing with appropriate content, language,
organization, and grammar/syntax.
Cooperative/teamwork/people
skills: Ability to understand group dynamics, work effectively
with people, negotiate, and resolve conflict.
Technical
skills: Ability to solve problems and communicate using
appropriate hardware, software, and technology.
Text:
|
Either the 10th or
11th edition will be OK!
|
In order to effectively study
the material in the text, I suggest the following method:
Study the Chapter Outline.
Read Conclusion at the end
of the chapter.
Read the Key Terms section
that follows the Conclusion.
Read the chapter.
Review the Key Terms to
ensure you understand each one,
Scan the Review and
Discussion Questions and determine whether you understand and can
answer each one.
Take
the chapter quiz on the CDROM or the text’s web site
http://www.mhhe.com/chase11e
|
Chase, Aquilano, & Jacobs,
Operations Management for Competitive Advantage (11th ed.),
2006
McGraw-Hill Irwin, ISBN 0-07298390-6
Section
One: Operations Strategy and Managing Change
1.
Introduction to the Field
2.
Operations Strategy and Competitiveness
3.
Project Management
4.
Product Design
Section
Two: Process Selection and Design
5.
Process Analysis
6.
Manufacturing Process Selection
7.
Service Process Selection
8.
Quality Management: Focus on Six Sigma
9.
Operations Consulting and Reengineering
Section
Three: Supply Chain Design
10.
Supply Chain Strategy
11.
Strategic Capacity Management
12. Lean
Production
Section
Four: Planning and Controlling the Supply Chain
13.
Forecasting
14.
Aggregate Sales and Operations Planning
15.
Inventory Control
16.
Material Requirements Planning
17.
Operations Scheduling
18.
Synchronous Manufacturing and Theory of Constraints
Supplementary
Materials:
PowerPoint lecture slides
Practice Exams –
self-grading multiple choice questions
Video clips of key operations
Full Length DVD Videos
What is Operations
Management?
The Product Process Matrix
Service System Design
Matrix featuring Chase Bank
Made for You Process
Implementation featuring McDonald's
Statistical Quality Control
featuring Honda
Queuing featuring Disney
Process System Improvement
Strategy featuring Gortrac
Excel spreadsheets
Screen Cam Tutorials
Frontline Systems Premium
Solver for Excel
Lekin Scheduling Software
Primavera SureTRak Project
Management Software – demo and tutorial files
TreeAge Decision Analysis
Software
ServQual Forms
Web links to companies
mentioned in the text
The WIU library provides access to
pertinent electronic resources such as ABI/Inform, EBSCO, First
Search, etc. These should be considered as your primary source of
additional information about the topics discussed in this course.
The WWW contains a wealth of
information about subjects discussed in this course. However, the
sheer volume can be overwhelming. Finding pertinent information is
sometimes like finding the proverbial needle in the haystack. Before
using information found on the WWW, I recommend you visit some of the
sites listed on my web page Evaluating
and Citing Resources found on the Internet.
Software:
We will be using the following
software:
Word processing software will be
used for the preparation of all case studies and reports. Microsoft
Word is the preferred format for assignments. If you use
other word processing software, assignments must be submitted as
Rich Text Format (RTF) documents.
Slides for your final presentation
should be prepared using Microsoft PowerPoint or similar
software. With the visual presentation equipment, you can use
transparencies, paper slides, or computer slides. It is prudent to
be prepared for contingencies.
Some projects will require the use
of Microsoft Excel.
PowerPoint slides,
presented in class, can be viewed or downloaded from postings in the
public folder. If you do not have PowerPoint you can download
a viewer from the Microsoft at
http://office.microsoft.com/downloads/2000/Ppview97.aspx.
Software of your choice to draw
diagrams and other models. If you want to construct diagrams on your
personal computer, the components of the Microsoft Office suite
provide some capabilities. For more extensive capabilities, I
suggest downloading Smart Draw from the Internet
http://www.smartdraw.com/.
If you use Visio, cut and paste the drawing into a word processing
document.
Note: If you do not have
Microsoft Office on your personal computer, Open Office is free
software that provides all the functions described above. With it
you can read and write files in Microsoft Office format. It can be
downloaded from http://www.openoffice.org.
Internet email and WebCT
Vista will be used
extensively for communication and collaboration. WIU provides all
students with email accounts. Be sure to check your email regularly
each week. If you do not wish to use your WIU email address, please
create an alias. Students may submit questions and suggestions via
email. Start the subject with OM511. I will email answers and
responses individually or to the class as appropriate. I will also
accept assignments as email attachments of Word, Excel,
or PowerPoint files.
The Web will be used to access the
current course syllabus, other pertinent materials, and for
research.
Learning
Methods:
I believe nothing is more valuable
than time! Although everybody has the same amount, nobody seems to
have enough. Therefore, we must use it wisely and well. You have made
a decision to attend this class to learn about Operations
Management. I respect your decision and I will strive diligently to
help you achieve this goal and not waste a moment of your time, but I
need your cooperation. Help me by doing your part. Be on time to
class and be ready to learn as much as you can in these few hours.
We will be
using a blend of theory, business examples (videos), class
discussions, case studies, and in-class simulation exercises.
Grading:
|
Assignment
|
Total Points
|
|
Mid Term Learning Assessment
|
10%
|
|
Learning Assessment - Final
|
10%
|
|
Case studies (2 @ 100, 1 @ 150,
1 @ 200)
|
50%
|
|
Assignments
|
20%
|
|
Participation
|
10%
|
|
Total
|
100%
|
|
Attendance
Final points will
be reduced by 20 for each absence in excess of 2
|
|
Participation in class
discussion is of paramount importance! Be prepared by completing the
assigned readings and assignments.
Some of the criteria used to judge
the effectiveness of your participation include:
Are
you willing to participate?
Do
your comments show evidence of appropriate and insightful analysis?
Are
your comments relevant to the class discussion?
Are
you a good listener as well as speaker?
Are you willing to test new
ideas? Or are all of your comments "safe"?
Grades are based on mastery of
the concepts (how much you know; not how hard you tried) and will be
determined by a percentage of your total points rounded, e.g. 89.4 =
89 = B+ and 89.5 = 90 = A-
|
A
|
94 - 100
|
Excellent! According to
the American Heritage Dictionary, excellent means “Of the
highest or finest quality; exceptionally good of its kind.”
You
(the student) demonstrate comprehensive knowledge of the subject
and can synthesize and evaluate issues effectively and concisely.
All work is excellent, well organized and insightful. Writing is
comprehensive, concise and clear. You correctly define
problems, use logical analyses to derive appropriate solutions,
reference course content and make only very minor writing or
presentation errors that don’t detract in any way from the
content of your papers and presentations. You constructively
contribute to every class activities and to help other classmates
learn.
|
|
A-
|
90 - 93
|
|
B+
|
87 - 89
|
Good
You can apply,
synthesize and evaluate knowledge effectively but occasionally
make minor errors. You complete assignments on time.
Your papers and reports are well prepared and presented
effectively but could be more concise, better organized and better
written or presented. You correctly define most problems,
use mostly logical analyses to derive solutions, use some course
content as references and make only a few writing and presentation
errors that detract only a little from your content. You
contribute effectively in class but don’t consistently
commit fully to helping the learning process.
|
|
B
|
83 - 86
|
|
B-
|
80 - 82
|
|
C+
|
77 - 79
|
Fair
You accomplish minimum
assignment requirements and have a basic understanding and
knowledge of the topics but you encounter some difficulty
understanding how to apply, synthesize or evaluate information.
Your papers provide basic information but are clumsily written and
lack organization and polish. Your writing quality is OK but
it could be much better. You define problems too narrowly,
miss some problems, sometimes use flawed logic to analyze problems
and offer solutions that could create additional problems.
You incorrectly reference some course content and make several
writing and presentation mistakes that degrade the quality of your
work noticeably. Class participation is mediocre and you don’t
enhance the class learning process for the rest of the class.
|
|
C
|
73 - 76
|
|
C-
|
70 - 72
|
|
D+
|
67 - 69
|
Poor
You demonstrate only
marginal understanding of the topic at the most rudimentary
level. Your work is generally poor quality and meets only
very meager standards in every respect. Your papers and
reports convey a few ideas correctly but frequently demonstrate
muddled thinking, lack organization, and are poorly written and
presented. Your papers and reports consistently lack style and
flow and have many grammatical and presentation errors. You
demonstrate only a very fundamental level of knowledge and
understanding. You can’t define problems correctly and
appropriately. You use flawed logic and analysis and don’t
or can’t present workable solutions. You rarely use course
content references and make many writing and presentation
mistakes. Your class participation is inconsistent and sometimes
disruptive to learning.
|
|
D
|
63 - 66
|
|
D-
|
60 - 62
|
Administrative
Considerations:
Attendance is considered when
determining your final grade. Two excused absences are
acceptable.
Since assignments can be submitted
by email, absence from class is not an excuse for late assignments.
Assignments must be received on
the due date before the beginning of class.
Late assignments will not be accepted.
Assessments/quizzes must be taken
when scheduled.
A statement of intellectual
honesty must accompany each assignment.
Plagiarism
and cheating will result in a failing grade, i.e., F.
Group
vs. Independent Work:
All assignments are team
assignments. Students will be randomly assigned to a team. Peer
evaluation will be considered when determining grades. Each team will
develop its own criteria for peer evaluation.
Assignments:
Assignments must be submitted
electronically, i.e. email, diskette, or CDROM. Assignments
may be checked for plagiarism by submission to a plagiarism detection
service.
Assignments must be prepared
according to the following guidelines.
Professional
level content and presentation are expected.
Papers
are to be concise, grammatically correct and free of spelling
errors.
Proper
attribution should be given for all ideas, concepts, materials, etc.
that are not your own.
Citations
and references should conform to the APA format. See Citing and
Evaluating Resources found on the Internet at
http://dr.grenier.home.mchsi.com/resourcesusing.html
Exhibits
based on mathematical calculation should include a footnote with the
formula(s).
Word
processing software should be used to prepare the report.
DO NOT
include a title page unless otherwise specified.
DO NOT
enclose the report in a binder. Hard copy versions should be stapled
in the upper left hand corner.
Text
should be double-spaced.
The
font should be Times New Roman, or a close equivalent. A font size
of 12 should be used for text. Headings can use font sizes from 12
to 14.
Normal
margins should be employed.
There should be one footer line
with the following information: left - name(s); center - page
number; right - date.
Be sure to bring a copy of the
assignment to class even if you have submitted a copy via email since
it will be discussed during class.
Explanations of the assignments can
be found at the following bookmarks:
Case
Study Analysis - Content Guidelines:
|
Case Study
|
Points
|
Chapter
|
Page
|
|
Buffalo Hunt
|
200
|
1 & 2
|
handout
|
|
Shouldice Hospital
(http://www.shouldice.com)
|
100
|
11
|
446-448
|
|
Bradford Manufacturing
|
100
|
14
|
584-585
|
|
Nichols Company
|
150
|
16
|
659-661
|
For each of the above cases, write
a case study including a discussion of your recommendations
concerning the principal questions and issues. Answer all questions
posed in the narrative of the case. If appropriate, update with
current information. The report should conform to the following
content guidelines:
Each report should be a MAXIMUM OF
FIVE PAGES not including exhibits and Works Cited pages.
A maximum of five exhibits may be
appended and should be referred to within the text.
Assume the reader knows the basic
facts of the case. They do not need to be repeated.
Apply what you have learned in
this course. Consider ideas from the lectures, textbook, videos and
articles.
Address each question in the text
of the paper.
Suggestions on how to address each
question:
1.
Understand the problem
2.
Brainstorm for alternatives
3.
Analyze the alternatives from both a quantitative and a qualitative
point of view
4. You
may also want to discuss the alternatives you did not chose and why.
Note: There are many benefits to
debating with your team regarding the various viewpoints of the case.
Work with the different viewpoints
to develop a more comprehensive analysis.
Exhibits are encouraged. Be
creative. The benefits are:
1. They
help students organize their thoughts.
2. They
permit students to apply what they have learned in class.
3. They
quickly provide the instructor with an overview of the students’
level of understanding.
4. They
permit the students to concisely provide details of their analysis
without detracting from the main message of their report.
Teamwork can be challenging.
Recognize that each individual will bring different strengths to the
team. Use it to your advantage.
The results should be presented to
the class informally. Avoid gratuitous use of visual aids. Reading
your report is not considered an informal presentation.
Schedule:
|
Theme
|
Wk
|
Topic
|
Ch
|
|
The
Nature and Context of Operations Management
|
1
|
Introduction
|
1
|
|
1
|
Operations Strategy and
Competitiveness
|
2
|
|
2
|
Operations Strategy and
Competitiveness
|
2
|
|
2
|
Project Management
|
3
|
|
Product
Design and Process Selection
|
3
|
Project Management
|
3
|
|
3
|
Product Design
|
4
|
|
4
|
Product Design and Process
Selection – Services
|
7
|
|
4
|
Case: Contact Centers Should Take a
Lesson
Case: Pizza USA
|
7
|
|
5
|
Quality Management
|
8
|
|
5
|
Case: Hank Kolb
|
8
|
|
5
|
Statistical Quality Control Methods
|
TN8
|
|
Design
of Facilities and Jobs
|
6
|
Strategic Capacity Planning
Case:
Shouldice Hospital
|
11
|
|
7
|
MIDTERM
|
|
|
8
|
Facility Location
|
TN11
|
|
9
|
Facility Layout
Case: Soteriou’s
Souvlaki
|
TN6
|
|
Supply
Chain Management
|
10
|
Lean Production
|
12
|
|
10
|
Supply Chain Strategy
|
10
|
|
11
|
No class
|
|
|
12
|
Forecasting and Demand Management
|
13
|
|
12
|
Aggregate Sales and Operations
Planning
|
14
|
|
13
|
Inventory Control
|
15
|
|
13
|
Case: HP – Supplying DeskJet
Printer in Europe
|
15
|
|
14
|
Material Requirements Planning
|
16
|
|
14
|
Case: Nichols Company
|
16
|
|
14
|
Enterprise Resource Planning
Systems
|
MB
|
|
15
|
Operations Scheduling
|
17
|
|
Operations
in Practice
|
15
|
Synchronous Manufacturing and
Theory of Constraints
|
18
|
|
|
16
|
FINAL
EXAM
|
|
Bibliography:
Operations
Management Texts
APICS
Dictionary
Cachon
& Terwiesch (2006), Matching Supply with Demand: An
Introduction to Operations Management, McGraw-Hill Irwin.
Davis,
Aquilano, & Chase (1999), Fundamentals of Operations
Management, 3rd Ed., Irwin / McGraw Hill.
Finch
& Luebbe (1995), Operations Management, The Dryden Press,
Fort Worth, TX.
Krajewski,
Ritzman, & Malhotra (2007) Operations Management –
Processes and Value Chains, 8th Ed., Pearson Prentice Hall.
Krajewski
& Ritzman (1999) Operations Management - Strategy and
Analysis, 5th Ed., Addison-Wesley Publishers.
Hayes
& Wheelwright (1984), Restoring Our Competitive Edge:
Competing Through Manufacturing, Wiley
Heizer
& Render, Operations Management, 8th Ed., Pearson Prentice
Hall
Lotfi
& Pegels (1996), Decision Support Systems for Operations
Management & Management Science, Third Ed., Irwin.
Melnyk
& Swink (2003), Value-Driven Operations Management: An
Integrated Modular Approach, McGraw-Hill Irwin.
Meredith & Shafer (2003),
Introducing Operations Management, Wiley.
Reid & Sanders (2005), Operations
Management: An Integrated Approach, 2nd Ed., Wiley.
Russell
& Taylor (2000). Operations Management 3/e. Prentice-Hall.
Stevenson
(1999). Production/Operations Management" 6th Ed., Irwin.
Weiss
(2006), POM-QM for Windows, Version 3, Pearson Prentice Hall.
Quality
Management Texts
Gitlow,
Oppenheim, Oppenheim, & Levine (2005), Quality Management
, 3rd Ed., McGraw-Hill Irwin.
Gryna, Chua, & Defeo (2007),
Juran's Quality Planning and Analysis for Enterprise Quality,
Fifth Ed., McGraw-Hill Irwin.
Supply
Management Texts
Bowersox, Closs, & Cooper (2007),
Supply Chain Logistics Management, Second Ed., McGraw-Hill
Irwin.
Burt, Dobler, & Starling (2003),
World Class Supply Management, Seventh Ed., McGraw-Hill Irwin.
Copacino (1997), Supply Chain
Management: The Basics and Beyond, St. Lucie Press/APICS.
Leenders, Johnson, Flynn, & Fearon
(2006), Purchasing and Supply Management with 50 Supply Chain
Cases, McGraw-Hill Irwin.
Simchi-Levi, Kaminsky, &
Simchi-Levi (2003), Designing & Managing the Supply Chain,
Second Ed., McGraw-Hill Irwin.
Tyndall, Gopal, Partsch, & Kamauff
(1998), Supercharging Supply Chains: New Ways to Increase Value
Through Global Operational Excellence, Wiley.
Theory of
Constraints (TOC)
Goldratt
& Cox (1992) The Goal, 2nd. revised ed., NorthRiver Press,
Inc., Croton-on-Hudson, NY.
THE
GOAL is an
international best seller (approximately 1 million copies sold) and
has become a common point of reference for those involved in
operations management. (For example, one commonly hears the phrase
“Where’s Herbie?” when addressing a capacity
issue).
Some
useful web sites
Advanced Technology Alliance
Program (ATP) - http://www.atp.nist.gov/atp/overview.htm
American National Standards
Institute (ANSI) - http://www.ansi.org/
ISO -
International Organization for Standardization - http://www.iso.ch/
APICS—The Association
for Operations Management (formerly known as the The Educational
Society for Resource Management and before that as the American
Production and Inventory Control Society)- http://www.apics.org/
Collaborative Planning Forecasting
and Replenishment (CPFR) - http://www.cpfr.org/
Council of Supply Chain Management
Professionals (CSCMP) - http://www.cscmp.org/
formerly
known as the Council of Logistics Management (CLM)
Intelligent Manufacturing Systems
(IMS) - http://www.ims.org/
Manufacturing
Automation Magazine - http://www.automationmag.com/
Manufacturing.net
- http://www.manufacturing.net/
National Center for Manufacturing
Sciences (NCMS) - http://www.ncms.org/
Next Generation Manufacturing
Project -
http://www.nsf.gov/about/history/nsf0050/manufacturing/nextgen.htm
Supply Chain Council -
http://www.supply-chain.org/
Voluntary Interindustry Commerce
Solutions Association (VICS) - http://www.vics.org/home/
Futurist
Books
Handy (1989). The age of
unreason. Harvard Business School Press.
Naisbitt (1982). Megatrends.
Warner Books, Inc.
Toffler (1980). The third wave.
Bantam Books.
Toffler (1990). Power shift:
Knowledge, wealth, and violence at the edge of the 21st century.
Bantam Books.
E-business
Books you may find interesting
Amor (2000). The e-business
(r)evolution: Living and working in an interconnected world.
Prentice Hall.
Davis & Meyer (1998), BLUR:the
speed of change in the connected economy. Addison-Wesley.
Ezor (2000). Clicking through: A
survival guide for bringing your company online. Bloomberg Press.
Huff, Wade, Parent, Schneberger, &
Newson (2000), Cases in Electronic Commerce, McGraw-Hill.
Kalakota & Robinson (1999),
e-Business Roadmap for Success. Addison-Wesley.
Kalakota &
Whinston (1996). Frontiers of electronic commerce.
Addison-Wesley.
Keen, Ballance, Chan, & Schrump
(2000). Electronic commerce relationships: Trust by design.
Prentice Hall.
Kelly (1998). New rules for the
new economy. Penguin Books.
Negroponte (1995). Being
Digital: Vintage Books.
Tapscott (1995). The digital
economy: Promise and peril in the age of networked intelligence.
McGraw-Hill.
Vaskevitch (1995). Client/server
strategies: A survival guide for corporate reengineers. (2nd
ed.). IDG Books Worldwide, Inc.