Syllabus Course: IDM 6350 70: Contemporary Issues in Management Process Management Professor: Bin Shao Office Location: FAB 215 B (will move soon) Office Phone: 651 2497 E Mail: bshao@wtamu.edu Last Updated: 07/2/2009 This Syllabus is a dynamic document. Elements of the course structure (e.g., dates and topics covered, but not policies) may be changed at the discretion of the professor. COB Mission Statement The mission of the College of Business is to provide high quality undergraduate and graduate business education with a global perspective and ethical awareness. We accomplish this through emphasis on excellence in teaching, which is strengthened by faculty scholarship and supported by professional service. COB Learning Goals The College of Business at West Texas A&M University seeks to prepare students in the BBA degree program for careers in business and to foster their professional growth and advancement via the key learning goals. Each learning goal is accompanied by an operational definition for the goal. 1. Functional Business Knowledge: Students will examine the core concepts within each business discipline: accounting, finance, marketing, management, statistics, and computer information systems. 2. Communication Skills: Students will demonstrate a competency in writing, speaking, and technology communication. 3. Micro Business Environment Skills: Students will be able to analyze business situations, to include integrating the roles of functional areas, using information and logic to make cross functional recommendations for problem solving and decision making. Students will be able to analyze non market issues occurring at the intersection of a business and the society it operates in, to make sensible recommendations for managing such intersections, and to do both consistent with good business ethics. Focus on critical thinking and ethical application. 4. Macro Business Environment Skills: Students will develop an awareness of domestic issues, international issues, cross cultural issues, and teamwork application. Focus on and teamwork applications. Course Overview / Objectives
Process Management Syllabus Page 2 of 7 The management of processes involves insuring that the product or service is of high quality, choosing the appropriate design and technology for the production or service process, planning and controlling the flow of parts or customers so that lead times are reduced to minimal levels, and distributing the finished goods or services. Process Management requires decisions that range from how much material to order for making a product, to determining how much capacity is needed to provide a good level of service, to evaluating which technology will best meet a company's needs. This course is an introduction to the basic aspects of process management. The approach to the course is both lecture and case analysis. The cases have been selected to illustrate the basic concepts of process management as they apply to a variety of organizations. Specific objectives are: To describe an operating system or a business process and how it can be used as a competitive weapon in a variety of manufacturing and service organizations. To understand decisions faced by operations managers, the skills required to make these decisions effectively, and how these decisions integrate with the overall strategy of the firm. To highlight many of the interfaces between the operations function and other functions of the firm such as finance, accounting, and marketing. To develop skills in analyzing operating processes, assessing economic trade offs, and defining planning and control mechanisms. Map from COB Learning Goals to Objectives for this course Course Learning Objectives 1 1 2 3 and 4 3 4 4 3 Maps to COB Learning Goals Textbook & Course Materials e Text: Custom Text with selected chapters from the book by Chase, Aquilao, and Jacobs, Operations Management, 12 th Edition, McGraw Hill is available as an ebook for download. You don t need the full text. The text is assigned to provide background information and complements the class material. Some topics are not included in this textbook and I will provide more detail information in slides for these topics. For most topics I will follow the text more closely. Instructions for downloading the ebook Go to http://ebooks.primisonline.com/ebookstore/index.jsp Select Custom ebooks and then use the following options. Country: USA State: Texas School: West Texas A&M University Ebook: MGT 6350 70
Process Management Syllabus Page 3 of 7 The case package should be found via http://cb.hbsp.harvard.edu/cb/access/4220595 which includes the following cases: Donner Co. Shouldice Hospital Ltd. Manzana Insurance Toyota Motor Manufacturing, U.S.A., Inc. Hank Kolb Frost Manufacturing (A) Evaluation & Grading The approach to this course includes both lecture and case analysis. The cases are intended to illustrate the basic concepts of operations management as they apply to a variety of organizations, including both manufacturing and service firms. They will be used to develop and illustrate the trade offs and decisions in managing operations. Thus at times you may feel that you are lacking the theory or foundation to analyze the case. This is intentional and is meant to help you think about the issues, innovative solution approach, and develop the ability to analyze and solve new problem. Because of the extensive use of cases, the discussion between you and your classmates will form a major source of concepts. Please note that the readings assigned for any session should be completed before the lecture. To gain any benefit from a session for which a case is assigned, you must read, analyze, and discuss the case with your team members before the lecture. Case Reports and Outlines A list of "case discussion questions'' has been prepared to guide your analyses of the cases, both written and otherwise. In general, these questions are not all inclusive or exhaustive. They are intended to guide your analysis of the case, but not preclude you from exploring other avenues or questions that may occur to you. On the other hand, it is usually true that clear and comprehensive answers to the assigned questions will comprise a good written analysis of a case. So, if in doubt, cover the questions thoroughly first, then explore other avenues for an excellent report. You should use your assigned study groups to work on the team case outlines and reports. Case Report: Team case reports should not be more than two pages in length with up to two additional pages of exhibits. Include answers to the assigned questions in the case reports. Note that the reports require more extensive analysis than the outlines. Case Outline: Team case outlines are one page long and should be divided into three sections i) Background (what are the problems/issues), ii) Analysis (why do these problems/issues exist), and iii) Recommendations (how to deal with them in short and long term). Use 1 1/2 space, font size 12, and one inch margins. There is no need to have a cover page, just include your team name/member names in the top right corner. A grading penalty will be assessed for reports/outlines that do not conform to these formats. Additional pages will be ignored, so please adhere to the page limit. No outside research is expected for any of these assignments.
Process Management Syllabus Page 4 of 7 Please do not search the internet or ask students in other programs for solutions to these cases. (see academic integrity section) Case Submit Team or Individual Donner Co. Outline Team Shouldice Hospital Ltd. Outline Team Manzana Insurance Outline Team Toyota Motor Manufacturing, Report Team U.S.A., Inc. Hank Kolb Outline Team Frost, Inc. Report Individual Each group can have up to four members. Use the class discuss forum first to find your group members. After you inform me your members, I will set up forums for each group to facilitate your communication. The access to each forum is exclusive to that group. Grading A letter grade (A, B, C, D, F) will be assigned based on an absolute scale. Case Report 30 Case Outlines (four) 30 Quizzes 40 TOTAL 100 Peer evaluation will be done at the end of the course and this input will be used in determining the final grade. Your grade may be affected if your performance in the peer evaluation is considered significantly below the rest of the team. This is non negotiable. Case Discussion Questions (Yes, some of these cases are from a time long ago but they still provide good management lessons that are timeless.) Donner 1. What is the normal process flow of the production system at Donner? Draw a process flow diagram. 2. What order would you schedule on the CNC drill? On the CNC router? 3. What is the capacity of the Dry Film Photoresist area? (assume the order size is 8) How does capacity change with order size? (choose an order size different from those in the lecture) 4. What is the standard labor time for an order of 1 board? 8 boards? 200 boards? (show your work for at least one order size) Shouldice Hospital 1. How successful is Shouldice Hospital? 2. How do you account for its performance? 3. As Dr. Shouldice, what actions, if any, would you take to expand the hospital s capacity? 4. How would you implement changes you propose?
Process Management Syllabus Page 5 of 7 Manzana Insurance 1. What is the basis for competition in the market that Fruitvale serves? 2. What is your assessment of the rules used to assign priorities at Fruitvale? 3. What are the important measures of operating performance for the Fruitvale branch? How well has the branch been performing according to these measures? 4. Why have profits been deteriorating over the past year? 5. What are your recommendations for managerial action? In particular, how should Manzana respond to Golden Gate s new policy of one day service? Toyota Motor Manufacturing, U.S.A., Inc. 1. As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? 2. What options exist? What would you recommend? Why? 3. Where, if at all does the current routine for handling defective seats deviate from the principle of the Toyota Production System? 4. What is the real problem facing Doug Friesen? Hank Kolb 1. What are the causes of the quality problem on the Greasex line? 2. Why was hank hired? 3. What should be the responsibility of the quality department for the Greasex product? 4. What should Hank do? Frost Manufacturing (A) 1. Why has Frost, Inc. been unable to diversify? How important is diversification for the company? 2. Do you agree or disagree with Chad Frost s decision to purchase FMS technology? Why? 3. How well has Chad Frost prepared his organization to implement his decision? 4. To fully exploit the new technology, what other changes will need to be made in operations? In sales and marketing? In engineering and design? In accounting? In human resource management? Terms of Use A student's continued enrollment in this course signifies acknowledgment of and agreement with the statements, disclaimers, policies, and procedures outlined below and elsewhere in the WTClass container. Technology Requirements All technological requirements for the successful completion of this course are the responsibility of the student, including access to a working computer with broadband internet connection and state of the art security. The student is responsible for all technological problems not related to WTAMU, including but not limited to equipment failures, power outages, and internet breakdowns. Furthermore, students are responsible for all necessary technical and operational
Process Management Syllabus Page 6 of 7 skills for completing this course, and for being familiar with WTClass (the Angel Learning System) both in a general sense and in a specific sense as pertaining to this course and any materials stored within. The professor is not responsible for any technical matters related to WTClass. Students must contact WTClass if they have problems accessing and/or using Angel. Viewpoints Disclaimer The views expressed in this document, web based course materials, and/or classroom presentations are those of the professor and do not necessarily represent the views of West Texas A&M University, its faculty and staff, or its students. Views expressed by students are likewise those of the person making such statements. External Websites Disclaimer Neither the professor, the College of Business, nor WTAMU are responsible for the content of external websites discussed in the classroom and/or linked to via online course materials, emails, message boards, or other means. Referred websites are for illustrative purposes only, and are neither warranted nor endorsed by the professor, College of Business, or WTAMU. Web pages change frequently, as does domain name ownership. While every effort is made to ensure proper referencing, it is possible that students may on occasion find materials to be objectionable for reasons beyond our control. Copyright All original content in this document, all web based course materials (be they text, audio, and/or video), and/or classroom presentations are by (Bin Shao). No distribution without the express written consent of the author. Students are prohibited from selling (or being paid for taking) notes during this course to or by any person or commercial firm without the express written permission of the professor. Repeating Course Work Students are charged a fee for any course attempted for a third or subsequent time at WTAMU other than a non degree credit developmental course or exempted courses. Scholastic Dishonesty It is the responsibility of students and instructors to help maintain scholastic integrity at the University by refusing to participate in or tolerate scholastic dishonesty. Commission of any of the following acts shall constitute scholastic dishonesty. This listing is not exclusive of any other acts that may reasonably be said to constitute scholastic dishonesty: acquiring or providing information for any assigned work or examination from any unauthorized source; informing any person or persons of the contents of any examination prior to the time the examination is given in subsequent sections of the course or as a makeup; plagiarism; submission of a paper or project
Process Management Syllabus Page 7 of 7 that is substantially the same for two courses unless expressly authorized by the instructor to do so; submission of a paper or project prepared by another student as your own. You are responsible for being familiar with the university's Academic Integrity Code. Physical or Educational Access West Texas A&M University seeks to provide reasonable accommodations for all qualified persons with disabilities. This University will adhere to all applicable federal, state and local laws, regulations and guidelines with respect to providing reasonable accommodations as required affording equal educational opportunity. It is the student's responsibility to register with Disability Support Services and to contact the faculty member in a timely fashion to arrange for suitable accommodations.