University of the Philippines - Diliman

CESAR E. A. VIRATA SCHOOL OF BUSINESS

MBA Program

BA 240 - OPERATIONS MANAGEMENT

2nd Trimester, AY 2015-16
Prof. Ramon H. Enriquez
Venue: VSB Room No. ___
Class sessions: 1830-1950H, T&TH
2000-2120H, T&TH

E-mail: rhenriquez@up.edu.ph
Consultation: (by appointment)

COURSE SYLLABUS
1. Course Description
This is an introductory-course to the exciting field of production/ operations management---the
function that manages the set of activities and resources that creates value in the form of
goods and/or services, by transforming inputs into outputs. It encompasses the design and
management of productive systems, products and/or services, supporting processes, and
supply-chains/ networks---with the end-in-view of efficiently acquiring and transforming the required resources, and effectively delivering quality goods and/or services at the highest
productivity-levels possible; consistent with management-approved supply-chain strategy.
The operations function is an important component of any organization's supply-chain. It is
omnipresent in business, government and/ or charity service; and is normally responsible for
deploying the bulk of an organizations assets. It is important, therefore, that students of business and/or management should understand/ appreciate its relevance to enterprise strategy
formulation and execution; and know how to properly use it as a competitive weapon in the
business arena or, in accomplishing the enterprise mission for non-business endeavors.

2. Course Prerequisite(s)
BA 211

3. Course Objectives
Upon completing the course, the student is expected be able to:

Deliver an Elevator Speech defining Operations and Operations Management (OM), and
its relevance to enterprise' supply-chain strategy formulation and execution.

Discuss how operations management has evolved to its present-day stature, citing the
various personalities and their respective contributions to improving the effectiveness and
relevance of modern OM function.

Relate the OM function (and its sub-functions) with the rest of the functions of an enterprise.

Enumerate, explain, and rationalize the ten (10) critical decision areas in OM.

Elaborate the major concepts, tools and techniques discussed in the class, and explain
how they contribute to enterprise competitiveness.

Organize and work as a Team, collectively initiating a Productivity-Improvement project

and properly applying the relevant tools and techniques learned in the classroom to reallife undertakings---all in accordance with the prescribed Group-activity Guidelines
(GAG) 1 and the duly-approved Term-project Charter.

To be provided as a Handout by the Facilitator

UP-VSB MBA Course Syllabus BA-240.......Page 2 of 4

4. Course Delivery and Instructional Approach

The proper mix of lectures, group works, case studies, web research, virtual plant-tours, recitation, tests and examinations will be used to maximize the learning among students. The
course will be delivered in such a manner that will encourage students to partake actively and
aspire to become life-long learners.
The following methodologies and assessment tools will be used, among others:
a. A Group term-project report must be submitted and defended at the end of the term to demonstrate the students collective learning and ability in applying the various concepts, tools and techniques learned in the classroom, to real-life project undertaking.
b. Group-activities and/or cases (2 to 4 activities each group) -- to hone the students
group collaboration and leadership skills, in consideration of the fact that working in
teams is now becoming the basic work-norm in most progressive organizations.
c. Group reporting and presentations (as may be required) -- to train the students in preparing and packaging reports; and presenting/ defending their ideas among peers,
customers and superiors in a convincing and compelling manner---all in accordance
with the GAG.
d. Mid-term, final examinations and quizzes (2 to 4 quizzes) -- to encourage the students
to aim for excellence in their respective fields of endeavor.
e. Web-research, on-line communication and remote collaboration -- to enhance the
cyber skills among students, and be in-tune with the current trends in research, learning, communication, and social-media.

5. Textbook

Operations Management 11e, by Heizer and Render; Pearson; Copyright 2013

6. References
a. Supply Chain Management: Strategy, Planning, and Operation 6e by Chopra and Meindl;
Pearson 2015;
b. Operations and Supply Chain Management, 14/e by Jacobs and Chase; Mcgraw-Hill / Irwin; Copyright 2013;
c. Service Management: Operations, Strategy, Information Technology, 7/e by James A.
Fitzsimmons and Mona J. Fitzsimmons; Copyright 2011;
d. Prof. Enriquezs cloud-based archives of P/OM papers, templates and cases (web link will
be provided);
e. Websites: OM Textbook's companion-website; The Association for Supply Chain and Operations Management (APICS); Institute of Supply Management (ISM); American Productivity and Quality Center (APQC); American Society for Quality (ASQ); ASEAN Economic
Community (ASEAN-EC).

7. Course Grading Scheme

On the premise that the student has not violated any school policy, his/ her grade will
be computed using the grade components and their respective weights as stipulated
in the tables below:
Group Performance
Particulars

Group Activities

Term-project

Participation

20%

20%

15%

% Weight

Individual performance

Include Quizzes, Assignments, Recitations, and Attendance etc.

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Overall

MT Exam

Final Exam

Total

15%

30%

100%

UP-VSB MBA Course Syllabus BA-240.......Page 3 of 4

UP-Dillimans established grading scheme shall be applied as follows:

Score (% points)

97-100

93-96

89-92

85-88

80-84

74-79

70-74

65-69

60-64

<60

Equivalent grade

1.00

1.25

1.50

1.75

2.00

2.25

2.50

2.75

3.00

5.00

8. Basic Class Policy

a.

Students are expected to comply with the schools policy as stipulated in the Student
Hand-book, more particularly on absenteeism, tardiness, cheating and plagiarism.

b.

Class-sessions will start and end on time as scheduled. Late-comers will be allowed to
enter the room but must observe utmost quietness, so as not to disturb the on-going session.

c.

To enhance teamwork and facilitate the checking of attendance, a seating-arrangement

will be enforced throughout the term i.e., members of particular team will be seated adjacent to each other during lectures and group-activities. Random-seats will be assigned
during examinations.

d.

Unexcused absences resulting to missed quizzes, exams and/ or no-show during group
presentations will automatically be given 70% of the lowest-score/ grade attained in that
particular activity.

e.

The students full attention is required during class session i.e., no talking will be allowed
when the class is in session unless allowed by the Lecturer. All electronic gadgets (mobile
phones, laptops, etc.) must be strictly turned-off when the class is already in session. The
corresponding lecture-handouts (PDF format) will be e-mailed after the lectures/ class activities.

f.

All students must register their respective e-mail addresses with the undersigned so they
can be included in the class e-mail directory; and to do regular checking of their respective email inboxes as class updates/ assignments, download web links, and other special
instructions will normally be coursed thru e-mails.

g. The students are expected to do their share of the learning process i.e., by going through
the assigned pre-readings, coming fully-prepared for the class, paying close attention to,
and actively partake in all class discussions/ activities.

9. Schedule of Lectures/ Activities

Week
Assignments/
Module Topics
Particulars 3
No.
Pre-readings
1
Course overview Leveling of expectations Team Organization Team leadership Syllabus
Dec 3 and class govand collaboration Seating arrangement Other administrative
GAG
ernance.
matters
Student Handbook
Introduction to
OM defined Strategy development Strategy Execution---Project
OM, Globalization Management Approach Competing through OM Ten strategic
OM decisions Global Operations strategy options Heritage of
and Strategy
OM Services operations New trends in OM Productivity challenge Ethics and social responsibility Global-view of Operations
2
Product Design
Goods and services selection Generating new-products
Dec
Product development Issues, ethics, and sustainability considera8-10
tions Time-based competition Defining and documenting a
product Service design Transition to Production Sustainable
Development Sustainability in Design, Production, and Supply Chains Global-Warming/ Climate-Change.

3
4

Handouts
Chapter 1 & 2 +
assigned Cases 4.

Handouts
Chapter 5 and S5
+ assigned Cases.
Group Activity #1

PowerPoint Slides will be used in all lectures/ discussions hence, the need for a compatible Projector.
The Facilitator will assign end-of-chapter cases, plus other special-cases as may be deemed necessary.

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UP-VSB MBA Course Syllabus BA-240.......Page 4 of 4

3
Process Design
Dec and Capacity
15&17 Planning
4
Jan
5&7

Quality Management

Process strategies Process analysis and design Serviceprocess design Selection of equipment and technology Technology in Services Process re-design/ BPR Capacity Planning.

Handouts
Chapter 7 and S7
+ assigned Cases.
Quiz #1.

Quality and strategy Quality defined TQM concepts and tools Handouts
Quality inspection TQM in Services Quality management sys- Chapter 6 + astems and quality-excellence awards.
signed Cases.
Group Activity #2

5
Location and
Strategic importance of location and layout Methods of evaluat- Handouts
Jan Layout Decisions ing location alternatives Service location strategies Types of
Chapter 8 & 9 +
12&14
layouts.
assigned Cases.
Quiz #2
6
Job Design and
HR strategies for competitive advantage Labor planning Job Handouts
Jan Work Measuredesign Ergonomics and work-environment Work methods anal- Chapter 10 + as19&21 ment
ysis and improvement Work measurement and labor standards.
signed Cases.
7
Mid-term Examination (One-hour duration, covering all lecture-topics discussed so far)
Jan
Presentation and Approval of Term-project Charter (Jan 28, 2015)
26&28
8
Supply Chains/
SC economics and strategies Supply management Purchas- Handouts
Feb and Networks
ing management Logistics management Measuring SC perfor- Chapter 11 + as2&4
mance SC Modelling.
signed Cases.
9
Inventory Man Strategic importance of inventory Managing inventories Basic Handouts
Feb agement: Indeinventory models: EOQ, POQ, Discounts Safety stocks and use
Chapter 12 + as9&11 pendent items
of probabilistic models Single-period models Fixed-period mod- signed Cases.
Quiz #3
els.
10 Inventory Man Dependent demand Dependent inventory model requirements Handouts
Feb agement: De MRP structure and management MRP II ERP and SAP
Chapter 14
MRP and ERP in Services.
+ assigned Cases.
16&18 pendent items
Group Activity #3
11 Aggregate and
The planning process Strategic importance of aggregate plan- Handouts
Feb Short-term Plan- ning and short-term scheduling Aggregate planning: nature, strat- Chapter 13 & 15;
23&25 ning and Sched- egies, and methods Aggregate planning in Services Short-term
+ assigned Cases.
uling
scheduling: Process- and product-focused, Repetitive, Services
facilities Project Scheduling.
12 Maintenance
Strategic importance of maintenance Availability Reliability Handouts
Mar
Maintainability MTBF defined Autonomous Maintenance Total Chapter 17
1&3
Productive Maintenance.
+ assigned Cases.
Group Activity #4
13 Special Topics
Just-in-time (JIT) Lean operations Toyota production system Handouts
Mar
Overall Equipment Effectiveness (OEE).
Chapter 16
8&10
+ Cases.
Review and consolidation of topics.
Quiz #4
14
Final Examination (1.5-hrs duration, covering all lecture topics)
Mar
Presentation of Term-projects (Mar 17, 2016)
15&17

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