Introduction to Operations Management

Transcription

1 Introduction to Operations Management TRA 3151 Syllabus for TRA 3151 (CRN 11074) Lutgert College of Business Professor David A. Collier, Eminent Scholar Alico Chair in Operations Management Syllabus for TRA 3151, Office/Phone: Lutgert Hall, Room 3332, Phone , Class time/room: Tuesday & Thursday 4:30pm to 5:45pm, Lutgert Hall, Room 2202 Course Materials Required: There are at least two textbook options: 1. Purchase the hardcopy textbook and CONNECT Software at the FGCU Bookstore or other bookstores. The textbook is Operations and Supply Chain Management textbook plus CONNECT software, Jacobs & Chase, 14 th edition, ISBN-13: , McGraw-Hill Publisher. In this syllabus J&C means this book. 2. A lower price option for about $130 is to purchase the textbook and CONNECT access directly online from McGraw-Hill at or that includes an e-copy textbook or an option for a loose leaf hard copy textbook. (no ISBN number with this option). Course Content We are in the Service and Information Age where information-, entertainment-, and service-content are increasingly dominating or complementing goods-content. Service industries account for 82% of the jobs in the U.S. economy. Goods-producing industries (all of manufacturing, construction, fishing, forestry, mining, and agriculture) account for the remaining 18% but 50% of those jobs are also in service processes. Therefore, 91% of the jobs in the U.S. economy involve designing and managing service-, information-, or entertainment-intensive processes. Therefore, the emphasis in operations management is on value chains and associated processes in a wide variety of industries with special emphasis on services. The unifying theme of operations management is that value chains and associated processes create and deliver value to customers by transforming a set of inputs via a process into outputs. All functional areas create outputs and outcomes through processes. Outputs/outcomes can be in the form of a manufactured good, information, service, and entertainment. The course focus is on understanding, modeling, and evaluating (i.e., critical thinking) processes and projects. All functional areas such as engineering, accounting, information systems, marketing and finance use operations analysis to design and manage their value creation processes. Objectives of the Course 1. To develop a general awareness of how domestic and global operational decisions are modeled and made regarding topics like product and process design, inventory management, quality control, project management, and sustainability. This includes the ability to understand value chains and operations management applicable to both goods-producing and service-providing organizations. 2. To understand the interdependence of the operating system with other key functional areas of the firm so as to develop interdisciplinary thinking and perspective. 1

2 3. To learn the terminology, concepts, and methods of operations management and business so you can convey your analysis and decisions. You must develop the capability to apply what you learn to new or different problem structures and situations. 4. To become adept at critical thinking such as structuring and analyzing practical problems, identifying information needs and sources, defining objectives and strategies, identifying key qualitative and quantitative decision criteria, arriving at a decision, and selling your final recommendations to your boss, client, or peers. 5. To be effective communicators in writing an effective case analysis and contribute to class and case discussions. Religious Holidays All students at FGCU have a right to expect that the University will reasonably accommodate their religious observances, practices, and beliefs. Student shall not be penalized due to absence from class or other scheduled academic activities because of religious observances. Disability Accommodation If you need an accommodation based on the impact of a disability, please arrange an appointment with me as soon as possible and contact the FGCU Office of Adaptive Services in Howard Hall 137. Their telephone number is Please provide Adaptive Services signed forms to me by the end of the third week of the semester thanks! Academic Misconduct Any material submitted for course credit must be your own work if it is an individual-based assignment or the work of your team if it is a group-based assignment. Students are not permitted to discuss, read, etc. the work, thoughts, and ideas regarding the case or exams with other students (or another team for case work). If outside references are used, they must be properly referenced. Also, with the case work, it is recommended that you take action to protect your work, such as collecting your materials from the lab printers and disposing of rough drafts at home. Case write-ups that are similar to current or past case write-ups or similar to on-line materials may initiate serious disciplinary action, so please do your own work as an individual or, when required, as a team. Suspected cases of academic misconduct will be reported to the appropriate university departments. Typical penalties include an F in the course, disciplinary probation and/or possible dismissal from the university. Academic misconduct is a serious threat to the integrity and value of your degree and all that we do. Employers expect you to know the body of knowledge that is documented in your academic transcripts. The FGCU Student Code of Conduct documents (pp. 11, 18-24) the policies related to academic misconduct and honesty so please read these materials. Exams The exams are closed book, closed notes. Bring a calculator! The exams may be given in a bigger room if available so please check your s and with classmates. Formulas are given on the exams but you must know what the symbols mean and how to use. Each exam consists of some combination of conceptual questions, quantitative models, and problem solving. The exam material could be based on anything covered in the lecture, text, class and case discussions, homework problems discussed in class, other assigned readings, videos, or guest presentations. A key to doing well on the exams is taking good class notes. All electronic devices of any kind must be turned off during the exam. If a Scranton sheet is used to record your answers for exams/quizzes your answer on the Scranton sheet is the only valid answer (answers on the test itself will not be considered so check your Scranton answers several times). You must use your own calculator No sharing of calculators. 2

3 You are responsible on the exams for all questions and problems we work and discuss in class so take good class notes. NO make-up, late or early exams are given. A comprehensive make-up exam is given at the end of the semester covering all course materials for any exam(s) you miss. Business related absences are not excused. Students should make arrangements now to avoid time conflicts. Class Participation, Attendance & Attentiveness Good managers can communicate their ideas and analysis in a management meeting and to their peer group. Think of coming to our class meetings as coming to a management meeting and "practice" your communication skills. Relax and tell us what you think! Let's learn from each other! Consistent, aggressive, and quality class participation is expected. All points of view should enter the class discussion. If you miss any class due to illness, interviews, etc., please write a one to two page analysis of the case/class/homework (follow detailed text and syllabus assignment questions) you missed and hand in to me at our next class. A poor attendance record will reduce your final course grade, so please communicate with your instructor on attendance policy. The instructor may pass around a class attendance sign up sheet so please attend class. Grading and Course Performance You grade is based on the following course requirements and weights. Individual Class Attendance & Participation - 5 % Individual Performance on Three 25% each - 75 % Individual Homework & Quiz Assignments (including CONNECT) - 20 % Other Notes by Instructor 1. Based on past TRA 3151 performance the grading scale is approximately as follows: A above 85%, B above 75%, C above 65%, and D above 55%. These guidelines are arbitrary since if I give the class the three or four hardest exams, the course average would be in the 30-40% range. If I give the class the three easiest exams I have, the class average would be in the low 90% range. One cannot assume statistically that an instructor can perfectly select test and measurement instruments to match a previously defined grading metric and scale it is statistically impossible. 2. Videos will be shown as class time permits at the discretion of the instructor. Specific videos are not cited in this syllabus but exam/quiz questions are possible based on the videos assigned and classroom discussions. 3. Individual homework assignments, CONNECT homework and/or quiz assignments, and any other assignments will be posted on Canvas and/or shown on CONNECT. All assignments will be discussed at the beginning of each and every class. 4. CONNECT HOMEWORK is due weekly (except for the first week of class). It is the student s responsibility to check CONNECT for TRA 3151 assignments and due date(s). 5. Please check the FILES folder on CANVAS for the TRA 3151 syllabus, copies of the textbook power point slides, other work in-class homework, and other information/files. 6. FIRST WEEK ASSIGNMENT: Please log onto CANVAS for this TRA 3151 course (CRN 11074), and answer the true/false question to record your attendance in this course. 3

4 Week Number & Date General Topic/Assignment (See Detailed Assignment Questions Attached) I. Introduction 1 January 10, 12 - Read: Chapters 1 and 2 (J&C) - Also log onto CANVAS and do the attendance assignment. - No CONNECT assignment(s) yet. II. Strategy 2 January 17, 19 - Read: Chapter 2 Strategy (J&C) - Prepare: Zappos Case (Posted on CANVAS) - No CONNECT assignment(s) yet. III. Design of Products and Services 3 Jan. 24, 26 - Read: Chapter 3 Design of Products & Services (J&C) (ignore Solved Problem pp ) Prepare: Bookmaster s Case (posted on CANVAS) - Check CONNECT assignment(s) for Chapters 2 and 3. IV. Process Design & Management 4 Jan. 31, Feb. 2 - Read: Chapter 7 Manufacturing Processes (J&C) (pp ONLY) - Read: Chapter 9 Service Processes (J&C) - Read: Chapter 11 Process Design & Analysis (J&C) (Ignore Examples 11.3 and 11.4, pp ) 5 Feb. 7, 9 - Continue Chapters 7, 9 & 11 - Exam Review and Catch-up (i.e., safety capacity) - EXAM #1 (Feb. 9; over all course materials in weeks 1 to 5) V. Facility Layout 6 Feb. 14, 16 - Read: Chapter 8 Facility Layout (J&C) - Assembly Line Balancing Class Handout (posted on CANVAS) (Ignore Example 8.3, p. 179) VI. Capacity Management 7 Feb. 21, 23 - Read: Chapter 5 Strategic Capacity Management (J&C) (Ignore Example 5.2, pp ) 4

5 Week Number & Date General Topic/Assignment (See Detailed Assignment Questions Attached) TRA 3151 Fall 2017 DA Collier VII. Quality Management 8 Feb 28, Mar.2 - Read: Chapter 12 Six Sigma Quality (J&C) SPRING BREAK (March 6 to 10) 9 Mar. 14, 16 - Read: Chapter 13 Statistical Quality Control (J&C) (Ignore Acceptance Sampling, pp ) VIII. Lean Management 10 Mar. 21, 23 - Read: Chapter 14 Lean Supply Chains (J&C) (Ignore Solved Problem 2, pp ) - EXAM #2 (March 23; over all course materials in weeks 6 to 10) IX. Supply Chain Management 11 Mar. 28, 30 - Read: Chap 16 Global Sourcing & Procurement (J&C) 12 April 4, 6 - Read: Chapter 20 Inventory Management (J&C) (Ignore Single-Period Inventory Model, pp ) 13 April 11, 13 - Read: Chapter 20 Inventory Management (J&C) (Ignore Single-Period Inventory Model, pp ) Check CONNECT Assignment(s). X. Project Management 14 April 18, 20 - Read: Chapter 4 Project Management (J&C) Check CONNECT Assignment(s). 15 April 25, 27 - Continue: Chapter 4 Project Management (J&C) - EXAM # 3 (April 27; over all course materials in weeks 11 to 15) THE END! ENJOY YOUR SUMMER! 5