Amrita School of Business

Amrita Vishwa Vidyapeetham

Coimbatore

Term II (03 Oct 2017 – 04 Jan 2018)

Course Title: Production and Operations Management I

Course Code: OM201C

Total Hours: 20

Course Instructor: Hemamala. K

Contact Information: k_hemamala@cb.amrita.edu, krishhema@gmail.com

Office: F-7

Office hours: Monday, Wednesday & Friday 2:00 – 4:00 pm

 Course Plan

Course Description

Businesses create value by supplying their products or services to satisfy customer demand. The nature of
market often leads to mismatches between the available supply and the customer demand. This in turn leads to
severe economic consequences on account of unsatisfied customers or wasted resources. One of the major
functional areas of management, Operations Management addresses the issue of resource management.

Operations Management deals with the design and management of products, processes, services and supply
chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods
and services their customers want.

The purview of OM ranges from strategic to tactical and operational levels. It involves making both strategic and
operational decisions in production, productivity, inventory, quality, capacity, processes, personnel, and
information not just in manufacturing, but in any resource-based industry.

This course introduces Operations Management, and presents the fundamentals of the design of the production
system and its use in an organization. The course emphasizes on the integration of these elements with the
overall corporate strategy and examines operations as a competitive weapon.

Course Outcomes

By the end of this course it is expected that the students will be able to

1. Define operations management and describe / explain the relevant operations management concepts
2. Identify operations issues in businesses and resolve them using basic operations management models
3. Design new or redesign existing operations for a business problem

A Note on Assurance of Learning

Derived from its mission, ASB has adopted a set of five learning goals - the management-specific attributes,
knowledge and skills that its graduates are expected to possess when they complete the programme. These
attributes are systematically introduced and reinforced in the appropriate courses throughout the programme.
Students’ performance on these goals is assessed through direct observation and evaluation of their work or
performance. These results are analyzed, disseminated, and utilized by the faculty for the purpose of curriculum
planning and the improvement of teaching and learning. In line with this philosophy, the outcomes of this course
are mapped to a few learning goals, the details of which are given in the table below.

Alignment of course objectives (CO) with learning goals (LG)

LG Critical & Effective Written Societal & Ethical Leadership Discipline

Integrative & Oral Environmental Reasoning Skills Competency
CO Thinking Communication Awareness
X
CO 1
Introduce
X
CO 2
Reinforce
X X
CO 3
Reinforce Reinforce
Unit-wise Scope for Outcomes and Bloom’s Taxonomy

Production and Operations Management I and II, being the first core courses in the function, are designed as
‘lower order thinking’ courses, focusing primarily on the Bloom’s learning levels of applying, analyzing and
evaluating, than creating. Bloom’s Taxonomy categorizes skills that students are expected to learn as a result of
instruction. Originally published in 1956, the tool is named after Benjamin Bloom, who was the Associate Director
of the Board of Examinations at the University of Chicago (Source: Wikipedia). Now a classic arrangement of
intellectual skills, the taxonomy and its revisions were used to develop the learning objectives and the outcomes
of this course.

LG
Relative
Component
CO 1 CO 2 CO 3 frequency Weights
Bloom’s weights
of scope
Levels of
Learning
Creating X 1/3 6 6/3

Evaluating X X 2/3 5 10/3

Analyzing X 1/3 4 4/3

Applying X 1/3 3 3/3

Understanding X 1/3 2 2/3

Remembering X 1/3 1 1/3

Bloom’s Taxonomy Index = 0.4127 (=26 /(3 x 21))

Level of the course = Lower Order Thinking (BTI <0.5)

Outside Study/Efforts demanded: 6 hours/week (3 hours for every one session of class)

Course Text

Operations Management: Process and Supply Chains, Eleventh Edition, Lee J. Krajewski, Manoj K. Malhotra,
Larry P. Ritzman & Samir K. Srivastava, Pearson

Structure of the course

The Production and Operations Management course is divided into POM I and II, taught in trimester 2 and 3
respectively.

POM I deals with the design of a production system and comprises of the introduction and overview of
operations management, forecasting and the design of the production system that includes product and service
design, strategic capacity planning, process selection and facility layout, location planning and analysis and
design of work systems) and quality control. (Part 1-3 / First 10 chapters of the text book)

POM II deals with the implementation and management of a productive system and comprises of quality
management, supply chain management, inventory management and scheduling (that includes aggregate
planning, MRP and ERP, JIT and lean operations), project management and waiting lines and simulation. (Part4
-8 of the text book)
Pedagogy

Though the course is focused on strategy, techniques will also be practiced. The pedagogy would be majorly
lecture based; use of video clippings and case discussions will supplement the lectures. Tutorials will be
scheduled for practicing problem solving. Take home exercises and critical thinking assignments will also be
assigned. The students shall work in groups on the topic given to them by the instructor and submit it as a term/
research paper. This exercise is to give the students an opportunity to appreciate research done in operations
and to write up their research piece.

Assessment

S. Weight
Assessment exercise Description
no
Group Exercises (30%)
1 Glossary preparation Each group prepares a glossary of terms from the assigned 5%
module with a minimum of 25 terms
Preparation question & Students are assigned class preparation work for each 5%
answer compilation module; They bring with them to the class 3 questions from
the assigned work, for which they look for answers in the
session
Writing exercise A short 5%

1.
2.
3. Poster presentation of field visit 15%

Group Exercises (70%)

1. Quiz from Glossary 5%

2. Notes writing 5%
3. Mid-term examination 20%
4. End-term examination 40%

Grading Policy: Relative

Course Requirements

Throughout this course, the students are expected to demonstrate highest levels of involvement and
commitment, in terms of efforts, quality of work, and conduct both at individual level and as groups. The potential
of making learning interesting and effective lies primarily in the hands of the students and are expected to use
the same for this course throughout the term.
Session Plan

SN
TOPIC CLASS PREPARATION READING
NO
Module 1: Operations and Value Creation Chapter 1
Introduction to Operations Management Videos: Ford assembly line & VW Factory
1
What are your 3 questions?

2 Process view & Supply chain view

Operations Strategy
3
Competitive priorities and capabilities

Writing exercise: Challenges in OM

Module 2: Process Strategy and Analysis Chapter 2

Process structure in services & manufacturing : Videos: Boeing, Coors, Jeans Making
4
Strategic fit What are your 3 questions?
Process tools
5
6 Strategies for change: Process improvement
Writing exercise: Process reengineering
Module 3: Capacity Planning Chapter 4
Long-term capacity Videos: Indian hospitals
7
What are your 3 questions?
Systematic approach to long-term capacity
8

Capacity planning tutorials

9

Writing exercise: Capacity planning challenges in airlines / hospitals

Module 4: Constraint Management Chapter 5

Bottleneck management
10 Videos:
Theory of constraints
11
ToC tutorials
12

Writing exercise: Process reengineering

Module 5: Forecasting Chapter 8

Videos:
Demand management, Forecast errors, ForecastForecast Accuracy: Is Forecast Variability To Blame Or
13
methods: Judgement, Causal and Time-series To Be Exploited?
What are your 3 questions?

14 Forecasting tutorials

15 Choice of forecast method; Forecasting process

Writing exercise: Yield management in Airlines / hotels

Module 6: Supply Chains Chapter 12
Videos: Improving medicine supply chains
using Coca-Cola expertise
Supply chains- manufacturing & Services; Designing
16 Getting medicines to the middle of nowhere |
Supply Chains; Measuring SC performance
Chris Wright | TEDx Tacoma
What are your 3 questions?
17 Strategic SC design options

18 Supply chain strategies

Writing exercise: Well designed Supply chain – An illustration

Course Wrap-up