This document provides information about an Operations Management course for the Class of 2013 at an academic institution. The course is offered in the second semester, is worth 3 credits, and consists of 30 sessions. The aim of the course is to understand the basic concepts of operations in manufacturing and service sectors. Key learning outcomes include differentiating operations strategies, understanding manufacturing and service processes, and describing concepts like supply chain management, total quality management, and just-in-time. The course covers topics such as operations strategy, process analysis, product and service design, facility location and layout, inventory control, and lean systems. Case studies supplement sessions on various topics.

1. Operations Management
Class of
: 2013
Academic Year
: First
Course Code
: SL OP 502
Semester
: II
Credit
: 3
Sessions
: 30
AIM
Understanding the basic concepts of Operations of an Organization in Manufacturing and Services sectors.
Learning Outcomes
On successful completion of the Course, the students should be able to do the following:
1.
2.
3.
4.
5.
Student should be able to differentiate how the different operations strategy leads to achieve
competitiveness.
Ability to demonstrate differences between manufacturing and service processes
Discuss the process of product and service design
Ability to describe the concepts of SCM, TQM, JIT tools and techniques and its overall purpose in the
organization.
Demonstrate understanding of planning and control process of project management.
REFERENCE BOOKS
AUTHOR / PUBLICATION
Operations and Supply Management
Richard B. Chase – 12ed - TMH
Operations Management Strategy and Analysis,
7th e
Krajewski,Lee J. et al. Pearson Education India
Production And Operations Management, 8th e
Gaither, Norman / Fraizer, Greg. Thomson –
Southwestern - 1999
Operations Management, 4th e
Russel / Taylor . Pearson Education India
Detailed Syllabus
Introduction: The Field of Operations Management,
Production Systems, OM in the Organizational Chart,
Operations as Service, Historical Development of
OM, Current Issues in Operations Management.
Operations Strategy and Competitiveness:
Operations Strategy, Operations Competitive
Dimensions, The Corporate Strategy Design Process,
Strategic Fit-Fitting Operational Activities to
Strategy,
Productivity
Measurement.
Basic
understanding of learning curve.
Process Analysis: Process Analysis, Process
Flowcharting, Types of Processes, , Process
Analysis- Examples, Process Throughput Time
Product Design: Designing for the Customer –
Quality Function Deployment, Value Analysis, value
Engineering, Designing Products for Manufacture
and Assembly and logistics.
Manufacturing Process Selection and Design:
Process Selection – Types of Processes, Process Flow
Structure, Product-Process Matrix
Service Process Selection and Design: The Nature
of Services, an Operational Classification of Service,
Designing Service Organizations, Structuring the
Service Encounter, Service-System Design Matrix,
Service Blueprinting and Fail-Safe.
Facility Location: Plant location methods-Factor
rating, Transportation Method (only formulation),
Centroid method, Locating service facilities

2. Project
Facility Layout: Basic Production Layout
Formats, Process Layout (CRAFT) Product
Layout (Assembly Line Balancing), Group
Technology (Cellular) Layout, Fixed-Position
Layout, Retail Service Layout, Office Layout.
Waiting Line Management: Economics of Waiting
Line Problem, The Queuing System, waiting line
methods (MM1 Model in detail)
Strategic Capacity Management: Capacity
Management in Operations, Capacity Planning
Concepts, Capacity Planning, Planning Service
Capacity
Management:
Introduction,
Structuring
Projects,
Breakdown
Work
Structure, Network-Planning Models,
Time Cost Models,
Cases and Exercises
Mass Customization: The BMW Way
The Making of Xbox 360
Forefront Manufacturing: Production Processes
and Change Management in Mainland China
The Delhi Metro Project: Effective Project
Management in the Indian Public Sector
Quality and Safety Practices at Lego
Six Sigma at Motorola
Aggregate Sales and Operations Planning:
Overview of Sales and Operations Planning
Activities, The Aggregate Operations Plan,
Aggregate Planning Techniques – only pure
strategies ( either level or chase or overtime or
subcontract starategies )
Taiichi Ohno and the Toyota Production System
Zara’s Supply Chain Management Practices
(Source: Case Studies in Management
Volume VIII)
Suggested Schedule of Sessions
Inventory Control: Definition of Inventory,
Purposes of Inventory, Inventory Costs, Independent
versus Dependent Demand, Inventory Systems, Fixed
-Order Quantity Models, Fixed-Time Period Models,
Selective
Control,
including
ABC,
VED
Classifications, Optional Replenishment System, 2Bin system
Topic
No. of
Sessions
Introduction
1
Operations Strategy and Competitiveness
(including case discussion)
2
Process Analysis (including case
discussion)
1
Planning
System Structure, MRP Examples and basic
introduction to MRP II.
Product Design
1
Manufacturing Process Selection and
Design (including case discussion)
1
Supply Chain Strategy: Supply Chain Drivers,
Supply Chain Strategy, Measuring Supply Chain
Performance, Push Strategy/Pull Strategy/Push-Pull
Strategy, Bullwhip Effect, Outsourcing, Global
Sourcing, Mass Customization.
Service Process Selection and Design
(including case discussion)
2
Facility Location
1
Facility Layout
2
Total Quality Management: Evolution of TQM:
Quality Specification and Quality Costs, Six-Sigma
Quality, The Shingo System: Fail-Safe, ISO 9000,
ISO 14000 ( understanding of scope of ISO ), Kaizen
and Continuous improvement concepts.
Waiting Line Management
1
Strategic Capacity Management
(including case discussion)
1
Aggregate Sales and Operations Planning
(including case discussion)
2
Inventory Control
2
Materials Requirement Planning
2
Materials
Can
Be
Schedule,
Requirement
Used,
Master
Material
Planning:
Where MRP
Production
Requirements
Just-In-Time and Lean Systems: JIT/Lean Logic,
The Toyota Production System, Elimination of
waste,
Value
Stream
Mapping,
JIT/Lean
Implementation Requirements, JIT/Lean in Services

3. Topic
No. of
Sessions
Supply Chain Strategy (including case
discussion)
2
Total Quality Management (including
case discussion)
3
Just-In-Time and Lean Systems
2
Project Management (including case
discussion)
3
Case Discussions
1
Total
30