De La Salle University - Manila

Ramon V. del Rosario College of Business

Department of Decision Sciences and Innovation

COURSE CODE: MSC535M (Production and Operations Management)

Instructor: Willy Lim Cuason Contact details: 09178880709

Consultation Hours: Thu 4pm to 6pm Class Schedule: Thu 6pm to 9:15pm
Term AY: 2nd Term AY2021-2022
Zoom Link: https://zoom.us/j/2017654277?pwd=SXdYLzYrZ2xvTXpxMHVYLzhWZWJndz09

TYPE OF COURSE
Service learning1 Hybrid ✔ Fully online In-person

GENERAL COURSE DESCRIPTION

This course covers the scope and responsibilities of the operations management function of
planning, organizing and assembling of resources as well as the directing and controlling of
operations and activities in both the manufacturing and service organizations. It involves a
discussion of strategic, operational, and tactical decisions in operations management and introduces
the student to trends and recent development in thus field
SPECIFIC COURSE DESCRIPTION
● The course It describes of the significance of operations in relation to other functional areas of
management.
● A course founded on well-grounded principles of resource management, its effective utilization
and allocation in the conversion process.
● The course will give the student an impression on the common operation management related
problems, concerns and issues.
● The course will be able to give the students the opportunity to apply the appropriate strategies,
tools and techniques in dealing with OM problems

COURSE LEARNING OUTCOMES (CLO)

On completion of the course, the student is expected to be able to do the following:
PLO1 Assess business environment and industry CLO1 Analyze and draw
structure using different theoretical or conceptual assumptions from the
ELGA 1 Creative framework. latest recent development
and Critical in the field of operations
thinkers management
 PLO2 Formulate and execute strategic direction CLO2 Chart the inferences
and action plan by analyzing, recommending, of operations management
and justifying courses of action of possible by providing financial and
solution to an existing challenge or issue. theoretically feasible
resolutions that are
implementable.

PLO3 Demonstrate managerial and leadership CLO3 Exhibit integrity and

skills by being able to work effectively and patience in solving
independently in multi-disciplinary and multi- problems and performing
cultural teams. case analysis.

PLO 4 Demonstrate, through communication, the CLO4 Present and explain

ability to satisfy the full range of business solution to operations
ELGA 2 Effective management problems
stakeholder needs; and ensuring direct relevance
Communicators and cases in class.
to any size of business and at any point in the
business, product or service lifecycle.
PLO 5 Understand the need to balance political, CLO5 Develop operations
economic, social, technology, environment and management solutions to
legal performance gains. problems that is socially
PLO6 Appreciate the dynamic nature of relevant, considerate of
businesses in continuous pursuit of process political, economical,
ELGA 3 Social efficiency and effectivity and relate the social technological,
Catalyst and implications of improvements to modern-day environmental and legal,
Lifelong Learner organizations for the uplift of society. implications putting
emphasis to social
concern and humanistic
viewpoints as advocated
by the teachings of the
Catholic Church.
PLO 7 Demonstrate quantitative and qualitative CLO6 Understand issues
reasoning and knowledge in solving real-world of performance measures,
business problems. management, quality, cost
accounting, pricing, and,
above all, value creation
ELGA 4 Innovator and value enhancement
and
constant seeker of
improvement PLO 8 Apply simple tools and concepts for more CLO 7 Evaluate the
effective management— highlighting the how various models and
aspect. philosophies in the
different useful areas of
PLO 9 Identify and utilize business models used operations management
in operations management as valuable tools for
 rational decision making and process
improvement.

FINAL COURSE OUTPUT

As evidence of attaining the above learning outcomes, the student is required to do and submit the
following during the indicated dates of the term.
Learning Outcome Required Output Due Date
CLO1, CLO2 Case Analysis/Team-based Presentations Week 1-11
CLO3 Discussion Boards
Readings
Video Viewing
CLO4 Case Analysis/Team-based Presentations Week 2-13
Discussion Boards
Readings
Problem Solving
Exams
Term Project (Project Audit Report)
CLO5 Case Analysis/Team-based Presentations Week 2-13
Discussion Boards
Readings
Term Project (Project Audit Report)
CLO6, CLO7 Case Analysis/Team-based Presentations Week 2-13
Discussion Boards
Readings
Video Viewing
Problem Solving
Exams
Term Project (Project Audit Report)

For Case Analysis

Adequate
Excellent
(accurate/complete
(complete, Insufficient
but focus on
thorough, articulate, (absent, lacking,
separate points
showing incomplete,
Criteria rather than Rating
understanding of errors,
integrating or
relationships among inconsistent)
discussing the
parts)
system)
5-4 3-2 1-0
 purpose and focus identify purpose of
Purpose and focus of no mention of
clear with case presentation
case (set context, purpose or focus
suggested key and focus for
focus, and for presentation,
issues and discussion;
expectations) jumping right in
highlights overview of case
clear and thorough
clear and thorough
Brief description of coverage as well as no discussion of
coverage of the
theory (refresher to noting why it was theory or how it
theory, key terms,
class of main concepts) picked for this case works
how it works
and how well it fits
description using
Description and
terms and concepts
explanation of case description of case description of
with emphasis on
using theory using terms and case but without
how they explain
(familiarity and concepts using terms and
the case and are
appropriate use of appropriately concepts of theory
related to each
terms)
other
clear intervention
using terms, etc., clear points of intervention
Intervention using with discussion of intervention using discussed but
theory (use of theory in how parts of terms, concepts and unclear; terms,
suggesting solution to problem and practices but with concepts or
problem) intervention are separate parts of procedures not
related and might the problem used well
affect each other
Conclusion/evaluatio strengths and
n (consideration of use weaknesses strengths and
no conclusion or
and value of theory in identified, and weaknesses of
utility of theory
explaining and alternate theories or theory applied to
discussed
intervening in this kind additional needs case identified
of case) suggested
Adapted from http://faculty.css.edu/dswenson/web/gradingrubrics/leadercasepresent.html

For Case Presentation

Adequate
Excellent (complete, (accurate/complete
thorough, articulate, but focus on Insufficient
showing separate points (absent, lacking,
Criteria understanding of rather than incomplete, errors, Rating
relationships among integrating or inconsistent)
parts) discussing the
system)
3 2 1
 clear, legible,
Graphics (quality, attractive graphics graphics but hard to
appropriateness, that add value to read, interpret, or do
no graphics
and added value of presentation by not clearly follow
audio- visuals) clarifying or explanation
summarizing
members present
Presenter's role
separately but show each member
(evident teamwork,
smooth transitions presents separate not all members
collaboration and
and how they are section of make presentation
practice in
related; may presentation
presentation)
contribute mutually
audible, clear,
coherent, articulate, interested but barely audible,
Presenter's style
enthusiastic, lacking practiced awkward speech
(verbal and
confident, smoothness and or gestures,
nonverbal skill in
appropriate enthusiasm; good distracting habits
presentation)
nonverbals eye contact & or mannerisms
matching gestures
Online discussion elicits questions and
(involving class in presents questions
elicits questions from little or no effort to
discussion of case, for discussion to
class and discusses elicit questions or
theory, application, class regarding case
them lead discussion
utility, strengths & or theory; good
weaknesses, etc.) facilitation skills
Reflection (thinking
back on your thorough
presentation, how consideration of how
you prepared, presentation, limited suggestions
little or no
delivered it, and how graphics, teamwork, of how presentation
discussion of
you worked and other might have been
reflection
together-- what you presentation efforts improved
might have done could have been
differently to improve improved
it)
Adapted from http://faculty.css.edu/dswenson/web/gradingrubrics/leadercasepresent.html

OTHER REQUIREMENTS AND ASSESSMENTS

Aside from the final output, the student will be assessed at other times during the term by the
following:
Reaction Paper
Proficiency Test
Term End Group Report

TERM END GROUP PAPER

A Project Audit Report of a failed product which details the various actions the sponsored company
undertook based on their marketing plan, operations plan and financial plan. This serves as an
evaluation map what should have been done to ensure that the earnings are discovered and
applied. The metrics are listed below:
Integration of Knowledge 20%
Quality of Information 15%
Literature Review/Frameworks 20%
Depth of Discussion 20%
Documentation and Organization 10%
Format, Citations and References 5%
Significance to the Course 10%

GRADING SYSTEM

The students will be graded according to the following:

Component Weights
Attendance 10%
Participation 20%
Midterm Exam 20%
Case Reports 20%
Oral Defense 10%
Term End Group Paper 30%
Total 100%

Passing Grade 85%

Grades will be recorded in Canvas using percentage scores and translated to the final grade using
the conversion below:

97-100 4.00
94-96 3.50
89-93 3.00
85-88 2.50
Below 85 F

LEARNING PLAN
This course is three units which includes three hours of lectures per week and 4.5 to six hours of
“out of class” (asynchronous) time spent on preparatory readings.
LEARNIN
G REQUIRED WK. LEARNING
TOPICS
OUTCOM READINGS NO. ACTIVITIES
E
 Introduction to Prod'n & Operations
Chapter 1 Lectures
Management
Setting of expectations Peer Group
Definition and significance Discussion
CLO1
Heritage of operations management
1
Productivity challenge
Ethics, CSR and sustainability

Operations Strategy Chapter 2 Lectures

Development process Case Study: Peer Group
CLO2,
How to achieve competitive advantage TBA Discussion
CLO3,
2 Case
CLO4, Stratplan, core competencies and outsourcing
CLO5 Defense
Ethical dilemma

Product Design Chapter 4 Lectures

Product strategy Case Study: Peer Group
CLO2, Product life cycle TBA Discussion
CLO3, Case
Generating new idea 3
CLO4, Defense
CLO5 Product development process
Issues in product design

Service Design Chapter 4 Lectures

CLO2, Process chain network Case Study: Peer Group
CLO3, Adding service efficiency TBA Discussion
CLO4, 4 Case
CLO5, Documents for service Defense
CLO7 Customer service tips

Process Design Chapter 7 Lectures

Process strategy templates Case Study: Peer Group
CLO2, Selection of equipment TBA Discussion
CLO3,
Case
CLO4,
Process analysis and design 5 Defense
CLO5,
CLO6, Production technology
CLO7 Technology in services
Process redesign

CLO2, Facility Location Chapter 8 Lectures

CLO3, Strategic importance of location Case Study: 6 Peer Group
CLO4, Factors that affect decisions TBA Discussion
CLO5, Case
CLO6, Methods of evaluation Defense
CLO7 Service location strategy
Geogrpahic information system

Exam 7
SCHOOL BREAK
Facility Layout Chapter 9 Lectures
CLO2, Strategic importance of location Peer Group
CLO3, Types of layout Discussion
CLO4, Office, retail and warehouse
8
CLO5, Work cells
CLO6, Line balancing
CLO7 Ethical dilemma

CLO2, HRM in Operations Part 1 Chapter 10 Lectures

CLO3, HRM Strategies Peer Group
CLO4, Constraints on strategies Discussion
CLO5, 9
Heritage of human management strategies
CLO6,
CLO7
HRM in Operations Part 2 Chapter 10 Lectures
CLO2, Labor planning Peer Group
CLO3, Employment stability practices Discussion
CLO4, Work schedules
CLO5, Job classifications 10
CLO6, Work rules
CLO7 Job Design

Synergy Lectures
Discuss the relationship of the past topics to Peer Group
CLO1,
real time management
CLO2,
Integrate all the topics into one direction 11 Discussion
CLO7
Capture and share lessons learned.

Project Consultation 12
Project Consultation 13
SCHOOL BREAK
Final Report Submission 14

TEACHING STRATEGIES
The course will utilize a combination of teaching methods:
 Lecture
Demonstration
Discussion
Collaborative Learning
Literature Review
Student Presentations
Case Study/Discussion Method
Multimedia Instruction
Problem Solving
Graphic Organizers
Web-Based Instruction

REFERENCES:
Main Textbook Heizer, J., Render, B., Munson, (2020). Operations Management
Sustainability and Supply Chain Management 13th Edition. Pearson Hall.
Collier, D., Evans, J. (2021). Operations Management. Cengage
Learning.
Jacobs, F., Chase, R. (2021). Operations and Supply Chain Management
16th Edition. McGraw Hill.
Other References Render, B. (2018) Quantitative Analysis For Management 13th Edition.
Pearson Hall.
Russell, R., Taylor B., (2019). Operations Management Along The Supply
Chain 10th Edition. Wiley.
Stevenson, W. (2021). Operations Management 14th Edition. NY McGraw
Hill.
Journals Journal of Management Development

CLASS POLICIES
1. To pass the course, a grade of at least 85 is required.
2. Attendance will be checked every meeting.
3. A grace period of 15 minutes shall be observed. If the student arrives after the grace period, s/he
will be marked late. Three instances of tardiness is equivalent to one absence. A maximum of six
(3) absences is allowed. Beyond 3 absences, the student will be failed due to absences (FDA).
Inform the instructor in case of late arrival, but the cause of tardiness must be reasonable.
4. Every late is equivalent to 3 points to the Attendance and Participation Grade of the student and
every absence is equivalent to 10 points.
5. A student will be given a zero in case of absence during an exam. Only in meritorious cases will
the student be allowed to take a make-up quiz exam.

6. Students who are present but spend more time outside the class will be marked absent
7. Class participation grade depends on the discretion of the faculty.
8. Cheating shall not be tolerated. A student caught cheating during a quiz or exam shall
automatically be given a grade of zero and shall be subject to disciplinary action, if necessary.
9. Plagiarism shall not be tolerated. Any group caught plagiarizing shall automatically be given a
grade of zero and shall be subject to disciplinary action.
10. All requirements (group papers, case studies, etc.) must be submitted first thing during the
class session and everything must be computerized. Handwritten take home requirements will not
be considered valid, hence will be marked 0.0.
11. Classes are considered suspended only if there is an official announcement by the CHED, or if
it is an official Holiday.
12. If the suspended class is a lecture with a exam, then the exam shall be administered during the
next discussion class.
13. Student attentiveness and participation are highly observed and monitored and thereby
students must listen well and participate as best as they can.
14. The use of cellphones and other electronic gadgets such as laptops, iPads, tablets, inside the
class is strictly prohibited unless allowed by the instructor for the purpose of particular academic
related tasks.
15. Consultation regarding the research paper or related academic concern depends on the
availability of the professor; inform the instructor at least two days before the consultation.

RVRCOB CODE OF ETHICS

As a business leader I recognize my role in society.
● My purpose is to lead people and manage resources to promote human development and the
common good and to create value that no single individual can create alone.
● My decisions affect the well-being of individuals inside and outside my enterprise, today and
tomorrow.
Therefore, I promise that:
● I will manage with loyalty and care, and will not advance my personal interests at the expense of
my enterprise or society.
● I will promote socially useful products and services which serve human development, keeping in
mind reasonable access for the poor and underprivileged.
● I will understand and uphold, in letter and spirit, the laws and contracts governing my conduct and
that of my enterprise.
● I will refrain from corruption, unfair competition, or business practices harmful to society.
● I will respect the human rights and dignity of all people affected by my enterprise, and I will
oppose discrimination and exploitation.
● I will promote a humane and enabling work community within my organization.
● I will promote the just allocation of resources for all stakeholders of the company.
● I will respect the right of future generations to advance their standard of living and enjoy a healthy
planet.
● I will report the performance and risks of my enterprise accurately and honestly.
● I will invest in developing myself and others, helping the management profession continue to
advance and create sustainable and inclusive prosperity.
● In exercising my professional duties according to these principles, I recognize that my behavior
must set an example of integrity, eliciting trust and esteem from those I serve. I will remain
accountable to my peers and to society for my actions and for upholding these standards.
Adapted from:
The Global Business Oath (http://theoathproject.org/?page_id=47 )
Vocation of the Business Leader (http://www.stthomas.edu/cathstudies/cst/VocationBusinessLead/)

COVENANT FOR SHARED PROSPERITY

We therefore pledge and commit to:
● Recruit, train and develop our employees and managers to be the best that they can be irrespective
of gender, alma mater, age, ethnicity and religion; provide just compensation and benefits;
promote meritocracy and encourage work-life harmony;
● Provide only quality products and services that are of continuing value to our customers;
● Treat our goods, service and funds providers fairly, ethically and with respect as we expect them
to treat their own workers in their supply chain the same way;
● Be actively involved in the communities where we operate in with particular attention to the needs
of the disadvantaged in those communities;
● Protect and preserve the environment for the benefit of current and future generations by
employing environment friendly technologies in all aspects of business operations; and
● Deliver reasonable and just returns to and fair treatment of our controlling and non-controlling
shareholders.
*Adapted from: Philippine Business Group's Covenant of Shared Prosperity (November 5, 2020)

Prepared by:

Mr. Willy Cuason March 21, 2022

Noted by:

_____________________
Dr. Ruth Cruz
Graduate Program Coordinator

Approved by:

___________________ __________________________
Dr. Manuel R. Tanpoco Dr. Emilina R. Sarreal
Chair, DSI Dean, RVR-College of Business