DE LA SALLE UNIVERSITY

COURSE SYLLABUS
COLLEGE: Ramon V. del Rosario College of Business
COURSE CODE: CPROBS2 (Critical Problem Solving 2)
CLASS DAYS AND CLASS TIME:
INSTRUCTOR(S):
CONSULTATION HOUR(S):

DEPARTMENT: DSI

COURSE DESCRIPTION:
Critical Problem Solving 2 (CPROBS2) is a three-unit course which exposes business students to the
general principles of operations management amplified by the use of some quantitative tools in solving
business problems as fundamental elements scientific management. This course will extensively use
quantitative techniques and model building for business decision- making specifically in the area of
operations management. The course covers overview of linear programming models and its special
algorithms; decision-making theories and processes; transportation and project management models;
basic operations management models in systems design and control using manual and computer solution
methods.
LEARNING OUTCOMES (LO):
On completion of the course, the student is expected to be able to do the following:

to present in class the application of quantitative

models to management decision models through
project paper, case analysis and board work

Present and explain solution to assigned cases

to develop analytical thinking and proper reasoning in

the application of quantitative models to management
decision models.

to acquire the essential skills for the proper use of

quantitative techniques in business decision-making

Criticize, evaluate, interpret, and draw conclusions

from the most recent development in the field of
operations management

Effective communicators

Critical and creative thinkers

Technically proficient and competent

professionals and leaders

Service-driven, ethical, and socially

responsible citizens

to identify the various management science and

operations management tools to solve
production/operations problems used in business
decision-making;
to be proficient in building quantitative models
using computer software in operations research and
operations management such as in designing
product/service, layout, job, inventory management
of production systems
to establish the habits of neatness and orderliness in
presenting written solution to problems
Provide solutions that are implementable and
economically sound
Evaluate the economic and technical feasibility of
recommended solution

Challenge the Lasallian learners to realize their full

potential in applying quantitative techniques
through creativity; innovativeness; honesty; and
perseverance.
Ensure that the learners translate knowledge,
innovation, and creativity into something useful in
actual practice for the betterment of society and the
Church.
Recommend solutions to operations management
problems that will consider the legal, environmental
and social implication of suggested solutions
Prepare the learners to participate responsibly in the
world of work, family, community, nation and Church
by developing values of honesty, patience, and
perseverance in the process of finding solutions to
problems; and

Bring Christian perspectives to bear on human

understanding, skills and values of the learners
through realization of the role of quantitative
techniques in decision-making in enabling
businessmen to be more socially responsible.

FINAL COURSE OUTPUT:

As evidence of attaining the above learning outcomes, the student is required to do and submit the
following during the indicated dates of the term.
LEARNING OUTCOME
REQUIRED OUTPUT
DUE DATE

LO 1: present in class the

application of quantitative
models to management decision
models

Case analysis using Quantitative

Methods (QM for windows
software)

At the end of each operations

management decision and
quantitative model (see Learning
Plan below)

LO 2: apply the theories of

quantitative analysis in solving
business problems and

Project paper using management

science and operations
management models thru
Quantitative Methods (QM for
windows software)

Final exam day

to be proficient in building
quantitative models using
computer software in business
decision-making

Case Analysis

: Design operation/production
system in an organization

Assigned group reporting day

: Design and implement

operating and control system in
an organization
: Recommend solutions to
operations/production problems
in an organization
LO 3:
apply the theories of quantitative
analysis in solving business
problems;
establish the habits of neatness
and orderliness in presenting
written solution to problems

Quizzes. Homework/Seatwork,
Final Exam

Reflection on CSR and

Sustainability as
recommendations in cases and
project paper

Realize of the role of quantitative

techniques in decision-making in
enabling businessmen to be more
socially responsible.

At the end of each quantitative

model discussion
At the end of each case study and
project paper, students should
state recommendations with
consideration of corporate social
responsibility and sustainability
issues)

RUBRIC FOR ASSESSMENT: (PROJECT PAPER AND CASE ANALYSIS)

CRITERIA
STRONG
ACCEPTABLE
UNACCEPTABLE WEAK

Define the

Accurately

Accurately

Misinterprets

Offers biased

problem

interprets
evidence,
statements,
graphics,
questions, etc

interprets
evidence,
statements,
graphics,
questions, etc

evidence,
statements,
graphics, questions,
etc

interpretations of
evidence,
statements,
graphics,
questions,
information, or the
points of view of
others.

Develop a model

Identifies the most

important
arguments for
choice of model

Identifies relevant
arguments for
choice of model

Fails to identify
strong, relevant
arguments for
choice of model

Fails to identify or
hastily chooses
model

Acquire input data

Identifies and
gathers the most

Identifies and
relevant data
suitable for chosen
model

Fails to identify
and gather relevant
data suitable for
chosen model

Fails to identify or
hastily gathers
data for chosen
model

Draws warranted
and sensible,
conclusions based
on solution

Draws warranted
conclusions based
on solution

Draws unwarranted
or fallacious
conclusions

Does not justify

results or
procedures, nor
explain
conclusions

Thoughtfully
analyzes and
evaluates major
alternative points
of view

Offers analyses
and evaluations of
obvious
alternative points
of view.

Ignores or
superficially
evaluates obvious
alternative points of
view.

Ignores or
superficially
evaluates obvious
alternative points
of view.

important data
suitable for
chosen model

Develop and
test the solution

Analyze the
results

OTHER REQUIREMENTS AND ASSESSMENTS:

Quizzes, Assignments and Departmental Final Examination
GRADING SYSTEM:

Formative Assessments (3 quizzes)

50%

4.0 96 - 100
3.5 90 95.9

Creative Assessment 1: Group case analyses,

assignments, seatwork, computer lab exercises,
class participation, attendance (any activity
analogous to these)

10%

3.0 84 89.9
2.5 78 83.9
2.0 72 77.9
1.5 66 71.9

Creative Assessment 2: Group Project-Paper

10%

1.0 60 65.9
0.0 < 60

Summative Assessment: Departmental Final

Examination

30%

TOTAL

**passing is
60%

100%

LEARNING PLAN:
LEARNING

TOPIC

OUTCOME

LO 1

Orientation

WEEK
NO.

LEARNING

Discuss Policies on group case analysis

and project paper.

ACTIVITIES

Format for both outputs is as follows:

1. Define the Problem
2. Develop the model
3. Acquire input data
4. Develop and test the solution
5. Analyze the results
6. Recommend courses of action to:
a. Solve the problem
b. Address corporate social responsibility

and issues

LEARNING

TOPIC

OUTCOME

LO1

Introduction to Operations
Management and
Quantitative Analysis

WEEK
NO.

LEARNING

Lecture and discussion on:

ACTIVITIES

Introduction to Operations Management

(OM)
- Operations and Productivity

Chapter 1 (Render et. al)

- Ten Strategic OM Decisions

Chapters 1 and 2 (Heizer),

Supplement 5 sustainability
(Heizer)

LO2, LO3

Design of Goods and Services

(Chap 5 Heizer)

Origins of Management Science/

Operations Research

Corporate social responsibility and

sustainability issues

Lecture, discussion and seatwork on:

Product and Service Design

- Design Methods and Techniques

Decision Theory: (Chapter 3Render)

Decision Theory Model

Steps in Decision Theory Approach

The Criteria for Decision-making under
Uncertainty
Decision-making under the condition of
Risk
Expected monetary value and value of
perfect information
Application of Decision Trees to Product
Design
LO2, LO3

Forecasting (Chapter 4
Heizer)

Forecasting
- Types of Forecasts
- Time Series
Moving and weighted
averages
Exponential smoothing
Trend projections
Seasonal variations/with
trend
- Causal

Multiple
regression analysis
- Qualitative

Market research

Panel consensus

Historical analogy

Delphi method

- Monitoring and Controlling Forecasts

Adaptive Smoothing

LO1

QUIZ 1

4
Feb 3

LEARNING

TOPIC

OUTCOME

LO2, LO3

Managing Inventory (Chapter

12 Heizer)

WEEK
NO.

LEARNING

4-5

Inventory Models

ACTIVITIES

Independent vs Dependent Demand

Probabilistic models
Operating and Controlling the System
- Inventory control and decisions
- Economic order quantity with & without
instantaneous receipts
- Reorder Point
- Quantity Discount
- ABC Analysis

LO1

Quiz 2

5
Feb 17

LO2, LO3

Process and Capacity Design:

Break even analysis
application (Chap 7,
supplement 7 Heizer)

6-7

Process Design:
Four process strategies
Selection of Equipment
Service Process Design
Production Technology

Capacity Planning

Capacity
Bottleneck analysis and Theory of
Constraints
Breakeven Analysis
Expected Monetary Value (EMV) analysis
of capacity decisions
Investment Analysis

LO2, LO3

Location Planning Decisions

(Chap 8 Heizer)

8-9

LO1

Quiz 3

Importance of Location
Planning

Factors that affect location

decisions

Methods of Evaluating
Alternatives
Factor rating
method
Cost volume
analysis
Center of gravity

Service Location Strategy

Mar 2
LO2, LO3

Layout Decisions (Chapter 9

Heizer)

Facilities Layout
- Types of Layout (office, retail, warehouse
and storage, fixed position, process
oriented layout
- Line Balancing (Assembly Line, Job
Shop)

LEARNING

TOPIC

OUTCOME

LO2, LO3

Job Design and Work

Measurement (Chapter 10
Heizer)

WEEK
NO.

LEARNING

10

Human Resource Strategy for Competitive

Advantage

ACTIVITIES

Labor Planning
Job Design

Labor standards
Work measurement
Time and motion study
Sample size
Work sampling
LO1

Quiz 4

11
Mar 30

LO1

LO1

PROJECT PAPER DAY

CONSULTATION (Fieldwork)

12

INTEGRATION (RELEASE
OF PRE-FINAL GRADES,
AND SUBMISSION AND
COMPLETION OF COURSE
REQUIREMENTS)

13
April 6

FINAL EXAM WEEK

14

Project paper consultation with faculty

Mar
23, Apr
4

Apr
11-16

CPROBS2 DEPARTMENTAL FINAL

EXAM

SUBMISSION OF GROUP PROJECT

PAPER IN SLIDING FOLDER IS
DURING THE FINAL EXAM DAY OF
CPROBS2
TEXT / MATERIALS:
Heizer, J. and Render, B. (2014). Operations Management Sustainability and Supply Chain Management
(11th ed.). Singapore: Pearson Education South Asia Pte Ltd.
Links for POM/QM FOR WINDOWS can be downloaded from the online resource link:
http://wps.prenhall.com/bp_taylor_in//14466195.cw/content/
http://wps.pearsoned.co.uk///9854540.cw/content/index.html
REFERENCES:
Anderson, D., Sweeney, D., & Williams, T. (2011). An Introduction to Management Science (13th ed.).
Cincinnati, OH: South Western College Pub.

Chase, Richard B., F. Robert Jacobs, and Nicholas J. Aquilano. (2004). Operations Management for
Competitive Advantage. New York: Mcgraw-Hill.
Levin, R., Rubin D., Stinson, J., & Gardner, E. (1992). Quantitative Approaches in Management (8th ed.).
New York: McGraw Hill. (a classic text in management science)
Render, B., Stair, R., & Hanna, M. (2012). Quantitative Analysis for Management (11th ed.). Upper
Saddle River, NJ: Pearson Education, Inc.
Stevenson, W. (2007). Production/Operations Management. (9th Ed)
Taylor, B. (2012). Introduction to Management Science (11th ed.). Upper Saddle River, NJ: Pearson
Education, Inc.
CLASS POLICIES:
The policies stated in this syllabus conform to that of the student handbook. The following reminders
should guide students on classroom policies.
1. Attendance will be checked. Student incurring absences of more than 20 percent of the total number
contact hours may be dropped from the class roll. This rule applies even if the majority of the absences
are excused. Any missed quiz due to absence or tardiness is the responsibility of the student. Students
with extracurricular activities duly officiated by the school may be excused only for the attendance. They
should be responsible for any missed quiz/exam or class activity.
2. Homework should be turned in on time. Late homework is not accepted.
3. Professionalism is expected of all students.
4. Copying other peoples work with or without their consent is punishable as per the student
handbook. Students caught plagiarizing other peoples work is considered cheating. Cheating is
considered a serious academic offense.
5. No make-up work would be given to any missed class activity without a duly authorized excuse
letter/medical slip.
6. Phones-off policy during classes. Phones or any other gadget must at least be put in silent mode. The
use of these gadgets must not in any way interfere with classroom or any academic activity.
7. Students caught cheating will be sent to the discipline office for necessary disciplinary action and
shall automatically be given a grade of 0.0.
8. Students cannot request for special projects in order to curve his/her grade. Scholars should be
especially mindful of the required grade needed for scholarship retention.
For other Class Policies, please refer to the student handbook.
Prepared by:
Dr. E. Sarreal
January 4, 2016