Hybrid Syllabus

MC 550OPERATIONAL MANAGEMENT

3 Credit HoursEffective: May 2009

Instructor: Ing. Jaroslav Halik, MBA, PhD.E-mail: halik@vse.cz

Course Dates: May 15 – June 11, 2009

REQUIRED RESOURCES

Heizer, J. H., & Render, B. (2006). Operations management. (6th ed.). Upper Saddle River, NJ: Prentice-Hall. (Cloth Bound, with CD included.)

Research paper guide. (2004).Trenčín, Slovakia: City University. Available for purchase in the library or online at http://www.vsm.sk/files/sh/rpg2004.pdf

Access to a personal computer and the Internet is required. All written assignments must be word-processed. See the library's APA Style Guide tutorial for a list of resources that can help you use APA style.

Copyright 1997-2008 by City University of SeattleAll rights reserved

MC 550OPERATIONAL MANAGEMENT

This document provides an overview of the course foundation elements, assignments, schedules, and activities. For information about general City University of Seattle policies, please see the City University of Seattle catalog. If you have additional questions about the course, please contact your instructor.

Notification to Students with Disabilities

If you are a student with a disability and you require certain help, please contact the site administrator as soon as possible.

Scholastic Honesty

City University of Seattle expects each student to do his/her own work. The University has "zero tolerance" for cheating, plagiarism, unauthorized collaboration on assignments and papers, using "notes" during exams, submitting someone else's work as one's own, submitting work previously submitted for another course, or facilitating acts of academic dishonesty by others. The penalties are severe! A first offense can result in a zero grade for the course and suspension for one quarter; a second offense can result in a zero grade for the course and suspension for two or more quarters; a third offense can result in expulsion from the University. The Policy and Procedures may be found at http://www.vsm.sk/en/students/scholastic-honesty/policies-and-procedures/.

In addition to providing your work to the instructor for grading, you must also submit an electronic copy for the CU archives (unless the work is specifically exempted by the instructor). You will not receive a grade for particular work until and unless you submit this electronic copy. The procedure for submitting work to the archives is to upload it via the website http://www.vsm.sk/en/students/on-line-center/uploader/uploader.html. Files should include the cover page of the work with the student name, instructor name, course name and number, and date. File names should indicate the type of assignment, such as “researchpaper.doc”, “casestudy.doc” or “ thesis.doc” (student name should not be a part of the file name because the system adds it). All files received into the archives are submitted to www.TurnItIn.com for plagiarism checking.

COURSE DESCRIPTION

Techniques and models designed to manage productive systems in manufacturing and service organizations. Using case analysis and application of decision models, emphasis on problem identification, model selection and results of computerized solution interpretations: inventory planning and control models, facilities layout, scheduling and workforce planning models, productivity improvement, and quality assurance.

Prerequisite: Prior to enrolling in MC 550, students must have completed MC 506. Any exceptions must have special permission from the Program Director.

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COURSE OVERVIEW

This class is a survey course at the graduate level designed to introduce the fundamental requirements of production/operations management in both the manufacturing of tangible goods and in the service sector. The course examines the utilization and application of resources involved in the production (or delivery) environment as they relate to the total organization. Collaboration and interfacing with other departments are essential elements of successfully utilizing a company’s production ability as a competitive resource.

The course concepts apply to a variety of organizations from start-up organizations to major corporations. The concepts of just-in-time manufacturing, and order processes are reviewed. The selection criteria for the use of any of the current tools is also examined.

MC 550 provides the basis for management to improve decision making relative to the involvement and integration of the production operations group. Total quality management will be emphasized, especially from a continuous improvement standpoint.

LEARNING GOALS

The learning goals and key concepts in MC 550 will be used significantly in completing the assignments in MC 600 Business Policy, the capstone course. Upon the successful completion of this course, you will be able to:

1. Analyze the roles and relationships of the element of the organization that is responsible for delivering the product to the external customer;

2. Assess the organization’s competitive priorities and ways of measuring the activities;

3. Describe the essential ideas in consideration for product design and process selection during a concurrent engineering process;

4. Describe the role of product design and process selection in the service sector;

5. Assess the relationship and linkage among operations, total quality management, and the other functions within the organization;

6. Survey selected production-related analyses supporting the contribution to the productive environment determined by the facility layout;

7. Analyze and establish criteria for facility selection and layout to enhance proper use of functions;

8. Identify the underlying concepts, techniques, analyses, and methods by which the operational function supports the dynamics of job design, reengineering, flexibility, and work measurement, particularly as they pertain to the emerging global manufacturing environment;

9. Examine the impact and utilization of production planning, aggregate planning, inventory system, and scheduling processes.

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CORE CONCEPTS

To achieve the goals of this course, you will need to master the following core concepts:

1. Operations strategy;

2. Forecasting;

3. Capacity planning;

4. Product development;

5. Process design;

6. Global issues in manufacturing;

7. Quality management;

8. Statistical process control;

9. Process improvement;

10. Facility layout;

11. Production technology;

12. Supply chain management;

13. Materials requirement planning (MRP);

14. Scheduling.

RECOMMENDED RESOURCES

As a City University of Seattle student, you have access to library resources regardless of where and how you are taking this class. To access the resources that are necessary to complete your coursework and assignments, visit the library menu in the My.CityU portal.

A good place to begin your research is through the program or course resource sections that provide links to relevant journals, books, and Web sites.  Search the library's online catalog to locate books and videos, and place requests to have items mailed to you (services vary by location).  Search the online databases for journal, magazine, and newspaper articles. Articles that are not available full text in the library's collection can be requested from other libraries and delivered to you electronically.

For additional help, submit your question via the Ask a Librarian e-mail service available through the portal or call 800.526.4269 (U.S. or Canada) or 425.709.3444.

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OVERVIEW OF COURSE ACTIVITIES AND GRADING

The grade you receive for the course will be derived using City University of Seattle’s decimal grading system, based on the following:

Assignments

Quality Case Analysis 30%Online Assignment 20%Operations Case Analysis 20%Final Examination 30%

TOTAL 100%

Please see the current City University of Seattle catalog or consult your instructor for guidance in determining your decimal grade.

EXPLANATION OF ASSIGNMENTS AND GRADING

QUALITY CASE ANALYSIS

General comments: Any company, regardless of size, product or service, is one to which you can apply W. Edwards Deming's philosophy of management. If you do not have any work experience on which to base a case example of your own, you may use a published case with instructor’s approval, or your instructor may assign a case. For this paper, you will describe the situation in the case and then apply to it the Fourteen Points of Management by Deming. To complete all the elements listed below, your paper should be 3-5 pages in length. At the very least your paper will include the following elements:

1. Problem/situation definitionGive the most fundamental explanation possible.

2. Organization descriptionDescribe the organization and the issues involved. Explain the problems and concerns that you will be addressing.

3. Application of the 14 Points Methodically apply each of the 14 Points to your selected organization. Clearly explain each point. Determine whether the Point is being followed, ignored, partially followed. Explain which evidence illustrates what the facts are. If a Point is not being followed, make a practical suggestion for how it might be successfully implemented, or justify why it should not be applied.

4. PrioritizationOutline a prioritized implementation process to increase your organization's compliance with the 14 Points using the steps for implementation or improvement you specified above. Identify what needs to be done first, second, third, etc., and how long implementation should take.

5. ConclusionIf your improvements plan were to be successfully implemented, summarize what you think

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the final results will be in terms of financial data, supplier relations, customer satisfaction, organizational behavior, and productivity.

Grading Criteria for Quality Case Analysis

Clarity of problem definition 10%Thorough analysis of the issues 15%Depth of understanding through the application of Deming’s 14

Points30%

Logic and justification of recommendations 30%Professionalism demonstrated through grammar, spelling,

punctuation, syntax, and organization15%

TOTAL 100%

ONLINE ASSIGNMENT

During your work on the Quality Case Analysis make at least five contributions to the Bulletin Board relating to and discussing different aspects and experience of practical application of Edward´s Demings Fourteen Point of Management. Bring as many as possible examples from your own practice. You may also discuss possible solutions from your paperwork before you submit it to the instructor. Your contributions are due before submission of the QCA.

Grading Criteria for Online Assignment

Clarity of description 20%Reasonableness of approach 30%Relevance of elements listed 30%Professionalism of written work 10%Grammar, spelling, and syntax 10%

TOTAL 100%

OPERATIONS CASE ANALYSIS

For this assignment you will use a case assigned by your instructor. The analysis should be treated as a problem presented to you by your company’s top management for analysis and decision recommendations. Hence, it should demonstrate the qualities of thorough and relevant research, logically sound analysis, and focused professional writing. To complete this kind of case your paper should include the following elements:

1. Executive Summary: In this section, you should write no more than 3/4 of one page outlining the case problem(s) and your recommendations.

2. Analysis: In this section, you should write the case question (problem), analyze the questions given for that case, and make a recommendation for a solution to the question (problem). Your analysis should demonstrate your knowledge of the topic and the quality of your research (if research is necessary). Your analysis should demonstrate critical thinking skills, which may involve presenting multiple solutions to the problem,

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analyzing the strengths and weaknesses of each alternative solution, and then recommending the strongest alternative. If more than one question is presented, a complete analysis should be done for each question. Focus on the problem and be brief in your presentation.

3. Synopsis: In this section, you should summarize the results of each case question. State your overall conclusions for the company in the case. This should be no more than one page and should serve to pull the whole case together.

The body of your case should be seven to ten double-spaced pages. The Bibliography is not included in this limit. You may add concise Appendices if necessary, although they are also not part of the body of the paper.

If a case question simply asks for a calculation, you should perform that calculation and include a written interpretation of the results of your calculation. Check with the instructor if you have any questions before submitting a completed paper.

Grading Criteria for Operations Case Analysis

Clarity of problem definition 10%Thoroughness of analysis 25%Application of course material 30%Evidence of critical thinking 20%Professionalism demonstrated through grammar, spelling,

punctuation, syntax, and organization15%

TOTAL 100%

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FINAL EXAMINATION

You should be prepared to answer a variety of types of questions pertinent to the concepts covered in or suggested by the course materials, assignments, and activities. Your instructor may provide you with additional information about the content, style, and grading criteria of the Final Examination.

Grading Criteria for Final Examination

True/False Questions 20%Multipe Choice Questions 30%Short Essay Questions 30%Short Case Study 20%

TOTAL 100%

COURSE SCHEDULE

The following schedule has been provided as a general guide to the course. Your instructor may elect to adjust the outline to meet the unique needs of the class.

SESSION TOPICS AND ASSIGNMENTS READINGSMay 15

14:00-19:30Introduction to Operations Management, Historical Milestones of OM, Operations and Productivity, Operations Strategy in a Global Environment

Handout.H-R: Chpts 1, 2, 3CDROM.

May 1608:30-12:05

Project Management, Planning/Scheduling/Controlling, PERT, CPM, Product/Service Development and Design, Managing Quality, Tools of TQM, Deming´s 14 Points

Handout.H-R: Chpts 5, 6CDROM.

May 1613:00-16:35

Process Strategy, Process Analysis and Design, Flow Diagrams, Flow Charts, Reingeneering, Capacity Planning, Break - Even Analysis

Handout.H-R: Chpts 7, 8, 9CDROM.

May 1708:30-12:05

Location Strategy, Facility Layout Strategy, MRP, ERP, Just-In-Time, Kanban, Lean Production, Maintenance, Reliability

Handout.H-R:C11,12,14,16,17CDROM.

May 1712:20-14:00

Operations Case Analysis: Denso Corporation. – group presentations.Summary. Final Discussions. Feedback.

Handout.Case study text.CDROM.

June 11 Final Exam

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