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Operations Management Course Outline

The Operations Management (TQM) course aims to equip students with an understanding of Production/Operations Management concepts and their significance in business success. Key topics include competitiveness, forecasting, quality management, supply chain management, and project management, among others. Students are expected to actively participate and adhere to course policies for successful completion.

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44 views4 pages

Operations Management Course Outline

The Operations Management (TQM) course aims to equip students with an understanding of Production/Operations Management concepts and their significance in business success. Key topics include competitiveness, forecasting, quality management, supply chain management, and project management, among others. Students are expected to actively participate and adhere to course policies for successful completion.

Uploaded by

dsnote10pro
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Course Outline

OPERATIONS MANAGEMENT (TQM)

Course Outcomes:
By the end of this course, the student should be able to understand and appreciate the basic concepts of
Production/Operations Management; know its importance in the success of the business; and learn the
major POM concepts, quantitative tools and techniques that are used in tactical and strategic decisions.
Other main objectives will include:
● To understand the role and contribution of operations towards achieving competitive advantage in the
marketplace.
● To understand the relationship between operations and other business functions, such as Marketing, Finance,
Accounting, and Human Resources.
● To understand and apply systematic approaches in designing and managing operations

Topics:
Chapter 1: Introduction to Production and Operations Management
Production of Goods vs. Providing Services
Why Learn about Operations Management
Career Opportunities and Professional Societies
Process Management
The Scope of Operations Management
Operations Management and Decision Making
Key Issues for Today's Business Operations

Chapter 2: Competitiveness, Strategy and Productivity


Competitiveness
Mission and Strategies
Operations Strategy
Implications of Organization Strategy for Operations Management
Transforming Strategy into Action
Productivity

Chapter 3: Forecasting
Features Common to all Forecasts
Elements of a Good forecast
Forecasting and the Supply Chain
Steps in the Forecasting Process
Approaches to Forecasting
Qualitative Forecast
Forecast Based on Time-Series Data
Associative Forecasting Techniques
Forecast Accuracy
Monitoring Forecast Error
Choosing Forecast Technique
Using Forecast Information

Chapter 4: Product and Service Design


Idea Generation
Legal and Ethical Considerations
Human Factors
Cultural Factors
Global Product and Service Design
Environmental Factors
Other Considerations
Phases in Product Design and Development
Designing for Production
Service Design

Chapter 5: Strategic Capacity Planning for Products and Services


Capacity Decisions
Defining and Measuring Capacity
Determinants of Effective Capacity
Strategy Formulation
Forecasting Capacity Requirements
Additional Challenges of Planning Service Capacity
Developing Capacity Strategies
Constraint Management
Evaluation of Alternatives
Chapter 6: Work Design and Measurement
Job Design
Quality of Work Life
Methods Analysis
Motion Study
Work Measurement

Chapter 7: Location and Planning Analysis


Need for Location Decisions
Nature of Location Decisions
Global Locations
General Procedure for Making Location Decisions
Identifying a Country, Region, Community and Site
Service and Retail Locations
Evaluating Location Alternatives

Chapter 8: Management of Quality


Evolution of Quality Management
Foundations of Modern Quality Management
Insights of Quality Management
Quality and Performance Excellence Awards
Quality Certification
Total Quality Management
Problem Solving and Process Improvement
Quality Tools
Quality Control
Inspection
Statistical Process Control
Process Capability

Chapter 9: Aggregate Planning and Master Scheduling


Basic Strategies for Meeting Uneven Demand
Techniques for Aggregate Planning
Aggregate Planning in Services
Disaggregating the Aggregate Plan
Master Scheduling
Master Scheduling Process

Chapter 10: Planning Sufficient Resources


Material Requirements Planning Inputs, Processing and Outputs
Material Requirements Planning in Services
Benefits and Requirements of MRP
Capacity Requirements Planning
Manufacturing Resources Planning (MRPII)
Enterprise Resource Planning
Common ERP Mistakes and How to Avoid Them
Just in Time Systems
Lean Tools
Transitioning to Lean Systems
Lean Services
JIT II

Chapter 11: Supply Chain Management


Trends in SCM
Global Supply Chains
ERP and SCM
Ethics and the Supply Chain
Small Businesses
Management Responsibilities
Procurement
E-Business
Supplier Management
Inventory Management
Order Fulfillment
Logistics
Creating an Effective Supply Chain

Chapter 12: Project Management


Project Life Cycle
Behavioral Aspects of Project Management
Work Breakdown Structure
Planning and Scheduling with Gantt Charts
PERT and CPM
Deterministic Time Estimates
Probabilistic Time Estimates
Determining Path Probabilities
Simulation
Budget Control
Critical Chain Project Management
Risk Management

Chapter 13: Scheduling


Scheduling Operations
Scheduling in Low Volume Systems
Scheduling Services
Importance of Short-Term Scheduling
Scheduling Issues
Scheduling Process-Focused Facilities
Loading Jobs
Sequencing Jobs
Finite Capacity Scheduling

Chapter 14: Management of Waiting Lines


Managerial Implications of Waiting Lines
Goal of Waiting Line Management
Characteristics of Waiting Lines
Measures of Waiting Line Performance
Constraint Management
The Psychology of Waiting

Chapter 15: Developing A Process Strategy


Process Strategy across the Organization
Process Strategy Decisions
Process Structure in Services
Process Structure in Manufacturing
Layout
Customer Involvement
Resource Flexibility
Capital Intensity
Strategies for Change

Chapter 16: Maintenance and Reliability


The Strategic Importance of Maintenance and Reliability
Reliability
Maintenance
Total Productive Maintenance
Ethical Dilemma in Maintenance and Reliability

Chapter 17: Human Resources, Job Design and Work Measurement


Human Resource Strategy for Competitive Advantage
Labor Planning
Job Design
Ergonomics in the Work Environment
Methods Analysis
The Visual Workplace
Labor Standards
Ethics
Ethical Dilemma

Chapter 18: Managing Process Constraints and Sustainable Supply Chains


Managing Constraints Across Organizations
The Theory Constraints
Identification and Management of Bottlenecks
Managing Constraints in a Line Process
Sustainability across the organization
Supply Chains and Environmental Responsibility
Supply Chains, Social Responsibility, and Humanitarian Logistics
Managing Sustainable Supply Chains

Chapter 19: Decision-Making Tools


The Decision Process in Operations
Fundamentals of Decision Making
Decision Tables
Types of Decision-Making Environments
Decision Trees

Course Policies:
Students are expected to:
1. Always come to class prepared.
2. Be polite and be an active participant in lectures.
3. Be productive and prompt– turn in your work on time.
4. Submit individual report at the start of the class before presentation.
5. Behave properly during lecture.

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