The course is directed toward the recognition and use of the operations function for a business organization as a competitive weapon in the marketplace. Specific topics include strategic analysis in the operations function, performance and productivity concepts, unique operations considerations in the services, process selection, capacity planning, facility location and layout planning, job design, aggregate production planning, operations scheduling, quality management, production and inventory management -with the objective to build an integrated view of operations problems and the approaches taken to them. The operations function is analyzed as it contributes to the competitive advantage the firm seeks in the marketplace. The course is focused on strategic operations issues more than tactical operations issues, and is therefore more directed at the middle and upper level operations manager.
MAT – 211: Probability and Statistics
- It is the student’s responsibility to gather information about the assignments and covered topics during the lectures missed. Regular class attendance is mandatory. Points will be taken off for missing classes. Without 70% of attendance, sitting for final exam is NOT allowed. According to IUB system students must enter the classroom within the first 20 minutes to get the attendance submitted.
- The date and syllabus of quiz, midterm and final exam is already given here, however, announcements will be given ahead of time. There is NO provision for make-up quizzes.
- The reading materials for each class will be given prior to that class so that student may have a cursory look into the materials.
- Class participation is vital for better understanding of sociological issues. Students are invited to raise questions.
- Students should take tutorials with the instructor during the office hours. Prior appointment is required.
- Students must maintain the IUB code of conduct and ethical guidelines offered by the School of Business.
- Students must refrain from any type of cheating and/or plagiarism in a course. Any student acting otherwise will receive an “F” grade in the course. School of Business, IUB, maintains a zero tolerance policy regarding violation of academic integrity.
- Students are not allowed to keep bags, handouts, books, mobile phones, smart watches or any other smart electronic devices with them during any exam. Students are advised to keep everything in the front of the class room before the exam starts. Please note that, just carrying any smart electronic devises (even if the devise is turned off or put it in silent mode) during the exam will be considered as “cheating”. Moreover, during the exam, anything written on hand palms (or anywhere else) and carrying paper materials (whatever is written) will be considered as “cheating”. Any sorts of “cheating” will result in an “F” grade with no exception. During the exam, students are only allowed to carry pen, pencil, eraser, sharpener, ruler, highlighter and calculator in a clear plastic bag.
| Type of Evaluation | Nos. | Weight |
| Class Attendance and Participation | 100% | 5 |
| Quiz | 2 | 20 |
| Project and Presentation | 01 | 10 |
| Midterm Exam | 01 | 30 |
| Final Exam | 01 | 35 |
| Total | 100% |
[Class attendance is mandatory; failure to do so may deduct the final marks]
The following chart will be followed for grading. This has customized form the guideline provided by the school of Business.
| A | A- | B+ | B | B- | C+ | C | C- | D+ | D | F |
| 90-100 | 85-89 | 80-84 | 75-79 | 70-74 | 65-69 | 60-64 | 55-59 | 50-54 | 45-49 | 0-44 |
* Numbers are inclusive
The course will be based mostly on the following books [some other books and journals may be referred time to time]:
- Operations Management Process and Supply Chain: Ninth Edition (Pearson) Lee J. Krajewski/Larry P. Ritzman/Manoj K. Malhotra
RECOMMENDED REFERENCE TEXT:
- Operations Management (11 th edition) by Wiliam J. Stevenson Supply chain management-by Chopra and Meindl
- Operations Management (Fourth Edition) Nigel Slack, Stuart Chamber, Robert Johnston
- Production and Operations Management- Manufacturing and Services-Richard B. Chase and Nicholas J. Aquino Publisher:IRWINB
Link to virtual learning system: http://103.254.86.4/sb/ (School of Business – Faculty name- Login as a guest- password is 1234).
| Sl. | Topics | Text/ Reference Link |
| L01-L02 | Introduction to Operations Management: Introduction to operations management, operation management system. Define transform and transforming inputs, internal and external customers, internal and external suppliers, core and support functions. Characteristics of goods and services (manufacturing or service organizations), supply chain and value addition.
Productivity and computing productivity. Solve problems |
Operations Management by
Lee J. Krajewski CH-01 & Operations Management by Wiliam J. Stevenson CH-01 |
| L03-L04
|
Operations strategy and competitiveness: strategy, Corporate/Business and operations strategy, mission and goals, Four perspective of operations strategy, Competitive priorities, Developing competitive priorities, Core competencies, Needs assessment, Polar diagram, order qualifiers vs order winners, development strategies, Operations strategy and example of business and operation strategies. Strategy formulation. Internal and external factors for formulating strategy. | Operations Management by
Lee J. Krajewski CH-01 Operations Management by Wiliam J. Stevenson CH-02 |
| L05-L06 | Strategic Capacity Planning for products and services: Capacity, Capacity decision is strategic, output and input measures of capacity, design capacity, effective capacity, actual output, utilization of capacity, efficiency, economies and diseconomies of scale, capacity cushion, timing and sizing of capacity, capacity measures for single and multiple products. Capacity gap. Solve problems: example 1, 2 and exercise problem 1, 2 | Operations Management by
Lee J. Krajewski CH-06 Operations Management by Wiliam J. Stevenson CH-05 |
| L07-L09 | Layout Planning: What is layout planning?, Absolute and relative location, Strategic issues, performance criteria, types and characteristics of layouts, group technology, designing process layout, designing product layout, solve problems of process and product layouts. | Lee J. Krajewski
CH-03 & CH-07 Operations Management by Wiliam J. Stevenson CH-06 |
| L10-L11 | JIT/Lean Manufacturing System: define JIT and lean manufacturing, Continuous improvement in lean system, types of waste in lean, characteristics of lean system (supply chain consideration, process consideration), designing lean system layouts, kanban system, Value stream mapping, house of Toyota, operational benefits. Solve problems. | Lee J. Krajewski
CH-08
|
| Mid-term | ||
| L12-L13 | Total Quality Management (Management of Quality): Define quality, dimension of product/service quality with examples, the determinants of quality, the consequences of poor quality, benefits of good quality, the cost of quality, Total Quality Management, elements of TQM, problem solving tools, PDCA cycle, Pareto chart, cause and effect diagram | Operations Management by Wiliam J. Stevenson
CH-09 |
| L14-L15 | Supply Chain Management: What is supply chain, supply chain management, Supply chain drivers and obstacles, supply chain design, supply chain efficiency curve, supply chain example, Inventory and supply chain, types of inventory, estimating inventory levels, measures of supply chain performance (inventory and financial), problems | Lee J. Krajewski
CH-09 Supply chain management-by Chopra and Meindl CH-01 & CH-03 |
| L16-L18
|
Materials Management and Inventory control system: The nature and importance of inventories, functions of inventory, objective of inventory control, requirement for effective inventory management, Inventory management, ABC analysis, cost of inventory, EOQ,TBO, continuous review system, periodic review system, re-order point, inventory position, on-hand inventory, scheduled receipt, back orders, target level inventory, protection interval. Solve problems | Lee J. Krajewski
CH-12 |
| L19-L20 | Forecasting: What is forecasting? demand patterns, forecasting techniques, judgmental methods, causal methods, time series analysis, simple moving average, weighted moving average, exponential smoothing, forecasting errors. problems | Lee J. Krajewski
CH-13 |
| L21-L22 | Resource Planning/Scheduling: Define Resource planning, MRP I, MRP II, ERP, inputs to materials requirements planning (BOM, MPS, IR), calculating on-hand inventory, scheduled receipt, MPS quantity, MPS start, available to promise, planned order release, planned order receipt for different lot sizing rule (FOQ, POQ, L4L), Solve problems | Lee J. Krajewski
CH-15 |
Students who are willing to audit the course are welcome during the first two classes and are advised to contact the instructor after that.
Plagiarism- that is the presentation of another person’s thoughts or words as though they were the students’ own – must be strictly avoided. Cheating and plagiarism on exam and assignment are unacceptable.
Please see the green book for further information about academic regulation and policies, including withdrawal and grading, apples and penalties for pilgrims and academic misconduct.
Students with disabilities are required to inform the School of Business/ Department of Economics of any specific requirement for classes or examination as soon as possible.