The document provides an overview of a Production Operations Management course, including prerequisites, objectives, intended learning outcomes, assessment methods, recommended textbooks, and a weekly course schedule. The course covers topics such as operations strategy, project management, quality management, forecasting, location and layout strategies.
The document provides an overview of a Production Operations Management course, including prerequisites, objectives, intended learning outcomes, assessment methods, recommended textbooks, and a weekly course schedule. The course covers topics such as operations strategy, project management, quality management, forecasting, location and layout strategies.
The document provides an overview of a Production Operations Management course, including prerequisites, objectives, intended learning outcomes, assessment methods, recommended textbooks, and a weekly course schedule. The course covers topics such as operations strategy, project management, quality management, forecasting, location and layout strategies.
The document provides an overview of a Production Operations Management course, including prerequisites, objectives, intended learning outcomes, assessment methods, recommended textbooks, and a weekly course schedule. The course covers topics such as operations strategy, project management, quality management, forecasting, location and layout strategies.
Course Title: Production Operations Management (POM)
Course Code: Credit Hours: 3+0 Course Instructor:
Prerequisites: Before reading this course, students should have taken the courses of Principles of Management and Business Mathematics and Statistics (BMS), Management Information System (MIS).
COURSE DESCRIPTION/OBJECTIVES: This course gives you an introduction to the functional area of production and operations management as practiced in manufacturing industries and the services sector. It includes ions and Operations and Productivity, Operations Strategy in a Global Environment, Project Management, Forecasting, Design of Goods and Services, Managing Quality, Process Strategy, Location Strategies, Layout Strategies, Supply Chain Management, Inventory Management, and Lean Operations.
INTENDED COURSE LEARNING OUTCOMES
• Demonstrate awareness and an appreciation of the importance of the operations and supply management to the sustainability of an enterprise. • Demonstrate a basic understanding of the ten knowledge areas of production and operation management. • Explain the locations decisions in operations management. • Demonstrate an awareness of the importance of layouts. • Explain the importance of forecasting. • Demonstrate an understanding of the concepts of operations scheduling. • Demonstrate a basic understanding of process strategy.
PROVISION OF SOFT SKILL
The students will develop the skill of the decision-making process and apply the principles that make it possible to design facilities, processes, and control systems with a degree of predictability as to their performance.
RECOMMENDED TEXTBOOK Operations Management by Jay Heizer, Barry Render, Chuck Munson, 13th edition. REFERENCE BOOKS Operations and supply chain management. By Roberta S. Russell and Bernard W. Taylor III, 7th Edition. ASSESSMENT INSTRUMENT WITH WEIGHTS SNR ITEMS MARKS 1 Mid Term Exam 25 2 End Term Exam 40 3 Internal Evaluation Breakdown Assignements(s) 10 Class Participation Project and Presentation 20 Quizs 5 Total 35 35 GRAND TOTAL 100 Page 89 of 228 COURSE CONTENT
Week Lecture TOPICS TO BE COVERED
No No 1. Introductory class, Introduction Basic Concepts of Production and Operations Management. Organizations for creation of goods and service 1. 2. Operations and Productivity, Organizing to Produce Goods and Services, The Supply Chain, The History of Operations Management, Operations for Goods and Services. 3. The Productivity Challenge, Productivity Measurement, Productivity Variables, Productivity and the Service Sector, Current Challenges in Operations Management Ethics, Social Responsibility 2. 4. Operations Strategy in a Global Environment, A Global View of Operations and Supply Chains, Cultural and Ethical Issues, Developing Missions and Strategies, Mission, Strategy, Achieving Competitive Advantage Through Operations, Competing on Differentiation, Competing on Cost, Competing on Response, Issues in Operations Strategy, Strategy 5. Development and Implementation, Key Success Factors and Core Competencies, Integrating OM with Other Activities, Building and Staffing the Organization, Implementing the 10 Strategic OM Decisions, Strategic Planning, Core Competencies, and Outsourcing, The Theory of Comparative Advantage, 3. Outsourcing 6. Project Management, Project Planning, The Project Manager, Work Breakdown Structure, Project Scheduling, Project Controlling, Project Management Techniques: PERT and CPM, The Framework of PERT and CPM, Network Diagrams and Approaches, 7. Activity-on-Node Example, Activity-on-Arrow Example, Determining the Project Schedule, Forward Pass, Backward Pass, Calculating Slack Time and Identifying the Critical Path(s), Variability in Activity Times, Three Time 4. Estimates in PERT. 8. Probability of Project Completion, Cost-Time Trade-Offs and Project Crashing, A Critique of PERT and CPM, Using Microsoft Project to Manage Projects 9. Design of Goods and Services, Goods and Services Selection, Product Strategy Options Support Competitive Advantage, Product Life Cycles, Life Cycle and Strategy, Product-by-Value Analysis, Generating New Products, Product Development, Product Development System, Quality Function Deployment (QFD), 5. Organizing for Product Development, Manufacturability and Value Engineering. 10. Issues for Product Design, Robust Design, Modular Design, Computer-Aided Design (CAD) and Computer-Aided Manufacturing (CAM), Virtual Reality Technology 185 Value Analysis, Sustainability and Life Cycle Assessment, (LCA), 11. Product Development Continuum, Purchasing Technology by Acquiring a Firm, Joint Ventures, Alliances, Defining a Product, Make-or-Buy Decisions, Group Technology, Documents for Production, Product Life-Cycle Management (PLM), Service Design, Process–Chain–Network (PCN) Analysis. 12 Managing Quality, Quality and Strategy, Defining Quality, Implications of 6. Quality, Malcolm Baldrige National Quality Award, ISO 9000 International Quality Standards, Cost of Quality (COQ), Ethics and Quality Management, Total Quality Management, Continuous Improvement, Six Sigma, Employee Empowerment, Benchmarking, Just-in-Time (JIT), Taguchi Concepts, 13. Knowledge of TQM Tools, Tools of TQM, Check Sheets, Scatter Diagrams, 7. Cause-and-Effect Diagrams, Pareto Charts, Flowcharts, Histograms, Statistical
Page 90 of 228 Process Control (SPC), The Role of Inspection, When and Where to Inspect, Source Inspection, TQM in Services 14. Revision MID TERM EXAMS MID TERM BREAK 15. Forecasting, Forecasting Time Horizons, Types of Forecasts, The Strategic Importance of Forecasting, Supply-Chain Management, Human Resources, Capacity, Seven Steps in the Forecasting System, Forecasting Approaches, Overview of Qualitative Method, 8. 16. Overview of Quantitative Methods, Time-Series Forecasting, Decomposition of a Time Series, Naive Approach, Moving Averages, Exponential Smoothing, Measuring Forecast Error, Exponential Smoothing with Trend, Adjustment 17. Trend Projections, Seasonal Variations in Data, Cyclical Variations in Data, Associative Forecasting Methods: Regression and Correlation Analysis, 18. Using Regression Analysis for Forecasting, Standard Error of the Estimate, 9. Correlation Coefficients for Regression Lines, Multiple-Regression Analysis, Monitoring and Controlling, Forecasts, Adaptive Smoothing, Focus Forecasting, Forecasting in the Service Sector. 19. Process Strategy, Four Process Strategies, Process Focus, Repetitive Focus, Product Focus, Mass Customization Focus, Process Comparison, Selection of Equipment, Process Analysis and Design, Flowchart, Time-Function Mapping, Process Charts, 10. Value-Stream Mapping, Service Blueprinting 20. Production Technology, Machine Technology, Automatic Identification Systems (AISs) and RFID, Process Control, Vision Systems, Robots, Automated Storage and Retrieval Systems (ASRSs), 21. Automated Guided Vehicles (AGVs), Flexible Manufacturing Systems (FMSs), Computer-Integrated Manufacturing (CIM), Technology in Services 11. 22. Location Strategies, The Strategic Importance of Location, Factors That Affect Location Decisions, 23. Labor Productivity, Exchange Rates and Currency Risk, Costs Political Risk, Values, and Culture, Proximity to Markets, Proximity to Suppliers, Proximity to Competitors (Clustering). 12. 24. Methods of Evaluating Location, Alternatives, The Factor-Rating Method, Locational Cost–Volume Analysis, Center-of-Gravity Method, Transportation Model, Linear Programing, Service Location Strategy, Geographic Information Systems (GIS) 25. Layout Strategies, The Strategic Importance of Layout Decisions, Types of Layout, Office Layout, Retail Layout, Warehouse and Storage Layouts, 13. 26. Fixed-Position Layout, Process-Oriented Layout, Work Cells, Repetitive and Product Oriented Layout 27. Revision 14. 28. Final Project Presentations or viva voce END TERM EXAMS
