-
POST GRADUATE PROGRAMME IN MANAGEMENT
AY2015-16 TERM: II
TITLE OF THE COURSE: OPERATIONS MANAGEMENT- II CREDITS: 3
Name of the Faculty Faculty Blok/
Room No. Email Telephone
Number Prof. Omkar D. Palsule Desai C - 107
[email protected] +91-731-2439567 Prof. Sanjay Choudhari C -
105 [email protected] +91-731-2439577 Prof. Saurabh Chandra A -
207 [email protected] +91-731-2439530 Prof. Vinaysingh Chawan B
- 201 [email protected] +91-731-2439545
COURSE DESCRIPTION Operations Management (OM) deals with the
management of resources in the production of goods and services.
This course demonstrates various managerial challenges posed in
operational decision making in diverse settings. It provides the
participants perspectives in management of operations and develops
the ability to take operations decisions analytically. Moreover, it
also provides understanding of the role of operations and its link
to external environment in developing competitiveness. COURSE
OBJECTIVES
1) Building analytical decision perspective to address short,
medium and long term planning and control issues in manufacturing
and service operations.
2) Developing the ability to use well-established practices of
operations in manufacturing and service organization.
3) Exploring the role of world -class practices in operations
from strategic and tactical perspectives.
4) Examining and linking firms internal operations to external
environment in order to develop competitive advantage.
PEDAGOGY/TEACHING METHOD: Mix of lectures, cases, discussions
and class exercises. Text Book for OM Course Chase, R. B., Shankar,
R. and Jacobs, F.R., 2014, Operations and Supply Management, 14th
edition, McGraw-Hill Education, New Delhi. (CSJ)
-
LEARNING OUTCOMES At the end of the course student is expected
to accomplish the following learning outcomes (CLO). Alignment of
CLO with the Programme Level Goals & Objectives and Assessment
of the learning outcomes of the course is presented below.
EVALUATION Weightage
Group Assignments 20 Quizzes 30 End Term examination 50 Total
100%
Course Learning Outcome Program Level Goals/ Outcome Assessment
Tool(s) 1. Building analytical decision perspective to address
short, medium and long term planning and control issues
3.2 Uses available information and suggested sources 3.4 Evolves
ones own perspective or takes a position / makes judgement 7.1
Identifies the right set of data with correct calculations to
facilitate decision making in business
Embedded Question(s) in Quiz and End-Term
2. Ability to use well-established practices of operations in
manufacturing and service organization
7.1 Identifies the right set of data with correct calculations
to facilitate decision making in business
Embedded Question(s) in Quiz and End-Term
3. Exploring world-class practices in operations from strategic
and tactical perspectives.
3.3 Identifies and presents appropriate evidence supporting the
analysis of alternatives 3.4 Evolves ones own perspective or takes
a position / makes judgement
Embedded Questi on(s) in End-Term
4. Linking firms operations to external environment in order to
develop competitive advantage
3.4 Evolves ones own perspective or takes a position / makes
judgement
Embedded Question(s) in End-Term
-
SCHEDULE OF SESSIONS Module I INVENTORY MANAGEMENT Module
Objective : Exploring the importance of inventory management,
associated costs, techniques for controlling inventories, expected
service level, optimal inventory levels with respect to demand and
supply uncertainty. Sessions and Objective
Session 1, 2 Objective: Reading: Case:
Introduction to inventory management, ABC analysis, EOQ models
Understand the importance of inventory management and to introduce
basic EOQ model Chapter 12 Independent Demand Inventory Management,
pp. 427-443 Bourland, K. (1993). J&G Distributors. Amos Tuck
School.
Session 3 Objective: Reading: Case:
Quantity discount models To apply and interpret the EOQ model in
price discount Chapter 12 Independent Demand Inventory Management,
pp. 450 - 452 Bourland, K. (1993). J&G Distributors. Amos Tuck
School.
Session 4, 5 Objective: Reading: Case:
Inventory control under uncertainty To compute various service
level parameters in inventory Chapter 12 Independent Demand
Inventory Management, pp. 453 - 465 Bourland, K. (1993). J&G
Distributors. Amos Tuck School.
Module II WAITING LINE MANAGEMENT Module Objective: Discussing
various aspect of managing waiting line, evaluating the tradeoff
between cost of waiting and cost of providing service ; and
applying waiting line models in service industry. Sessions and
Objective Session 6, 7 Objective: Reading: Problem:
Models of waiting line in service and manufacturing To study the
single (M/M/1) & multiple servers (M/M/S) waiting line models
in the business situation and understand the available tradeoff 1.
Maister, D. (1995). Note on the Management of Queues, HBS No.
9680053,
pp.1-14, Harvard Business School Publishing 2. Waiting Line
Analysis, pp. 272-288 (Chapter 10,CSJ) Class exercise
Session 8 Objective: Case:
Waiting line management in s ervices To apply the waiting line
concepts in service industry Whetsel, J. (1995). Megacard
Corporation, Darden No. UV0329. Darden Business Publishing
-
Module III QUALITY MANAGEMENT
Module Objective: Exploring the importance of quality and
evaluating and monitoring quality based performance of
manufacturing and service organizations.
Sessions and Objective
Session 9 Objective: Reading:
Perspectives and tools for quality To introduce the various
concepts and importance of quality Six Sigma Quality, pp. 362-368,
370-374 (Chapter 12, CSJ)
Session 10 Objective: Reading: Problem:
Quality Management Tools: Statistical process control To study
the use of process control charts for different situation
Statistical Quality Control, pp. 397-406 (Chapter 13, CSJ) Class
exercise
Session 11 Objective: Readings: Problem:
Process capability and Six Sigma To compute and interpret
process capability to meet customer requirements 1. Six Sigma
Quality, pp. 369-371 (Chapter 12, CSJ) 2. Statistical Quality
Control, pp. 392-397 (Chapter 13, CSJ) Class exercise
Session 12 Objective: Case:
Quality management in practice To demonstrate the application of
quality practices Deodhar, S., & Tirupati, D. (2002). Indian
Food Specialties Limited, IIMA No. CMA0805, IIM Ahmedabad
Module IV BEST PRACTICES IN OPERATIONS MANAGEMENT
Module Objective: Introducing the world-class best practices
such lean system in designing and managing operations system and
demonstrating how these practices improve the overall efficiency
and effectiveness of firms.
Sessions and Objective
Session 13 Objective: Case: Reading:
Toyota Production System (TPS) : Application in Service To
introduce and discuss TPS practices and its influence on
performance of service company Upton, D., & Staats, B. (2006).
Lean at Wipro Technologies, HBS No. 9607032, Harvard Business
School Publishing Swank, C. (2003). Lean service machine, Harvard
Business Review, pp. 1-8.
Session 14 Objective: Reading:
Lean Operations To introduce various elements of lean
manufacturing such as pull system, quality, setup time reduction,
KANBAN etc. Lean Supply Chain, pp. 426-438, 441-444 (Chapter 14,
CSJ)
Session 15 Objective: Case:
Just in Time (JIT) implementation To design the road map for JIT
implementation and understand the various issues involved in
linking suppliers to customer through JIT. Collins, R. (2004).
Sunwind A.B. (A), IMD No. 631, IMD International Publishing
-
Additional Readings
The following books are recommended for supplementary
reading:
1. Nahmias, S., Production and Operations Analysis, 3rd Edition,
Irwin (1997) 2. Chase, R. B., Shankar, R. and Jacobs, F.R.,
Operations and Supply Management, 14th
edition, McGraw-Hill Education (2014) 3. Krajewski, L. J.,
Ritzman, L. R., Malhotra, M. K. and Srivastava, S. K. ,
Operations
Management - Processes and supply chain, 9th edition, Pearson
(2010) 4. Stevenson, W. J., Operations Management, 9th edition,
McGraw -Hill Education (2014) 5. Mahadevan, B., Operations
Management Theory and practice, , 2nd edition, Pearson
(2010) 6. Heizer, J., Render, B., and Rajashekhar, J.,
Operations Management, 9th edition, Pearson
(2009)
******
