Indian Institute of Management Rohtak

Course Title :Operations Management I

Credits : 0.75
Type :Compulsory
Session Duration : 75 minutes
Term :I
Year : 2018
Faculty : Peeyush Pandey
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Introduction

Operations Management (OM) deals with the management of productive resources in a

cost-effective manner for both manufacturing and service enterprises. In a typical
organization, the Operations department controls more than 50% of people and assets
employed by the enterprise. It covers almost all of the real value added activities
including process design, production, service delivery and management of the supply
chain activities. Therefore, ‘Competing through Excellence in Operations’ is the new
winning paradigm for the enterprises.
The primary objective of this course is to give the participants a basic understanding of
coreconcepts of OM and familiarize them with tools and techniques necessary to analyze
and solve common business problems in each topic area. This will be followed by the
analyses of a variety of cases, which are aimed at capability building for solving the
operations related problems. The overall objective of the course is to develop a systemic
understanding of the role of operations management in a firm’s success and to develop
the ability to structure and solve operations related problems.

Pedagogy

This course will focus on a range of quantitative techniques (modeling, computation and
analysis) that support decision-making in Operations management (OM). The class will
be a mix of lectures and case discussions.

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Evaluation Scheme
Project 15%
Class Participation 15%
Mid Term Exam 35%
Final Exam 35%

Copying and unfair means are strongly discouraged. If anyone is found guilty of using
unfair means, the punishment may range from zero marks in the relevant component to F
grade in the course.

Brief Outline

References

1. Gaither and Frazier, Operations Management, Cengage Learning.

2. Mahadevan B (2007) Operations Management: Theory and Practice Pearson

Education.

3. Stevenson, W. J., Operations Management, McGraw-Hill Education

4. Heizer, J., Render, B., and Rajashekhar, J., 2009, Operations Management, 9th
edition, Pearson

5. Operations & Supply Management (Chase & Jacobs). McGraw Hill (12th Edition)

Text Book:

 Stevenson, W. J., Operations Management, McGraw-Hill Education

Special Instructions

Please read and prepare well in advance for case presentation and discussion in the class.
Case for each session is indicated in the Session Plan.The sessions will be of 75 minutes
duration. R indicates additional readings. C indicates cases.

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 Session Plan
Topi Sessio Topic and Sub-topics Book chapter/readings Case
c No. n No.
1 1 Introduction to the Chapter 2: Competitiveness,
course and Operations Strategy and Productivity
Strategy.
3 2 Demand Forecasting Chapter 3: Forecasting Gokuldham Society: A
case on transportation
planning (Emerald)
5 3 Designing Product Chapter 6: Process Selection Executive Shirt Company
Layout, Process and Facility Layout (HBS 9696071 )
Selection
4 4 Manufacturing processes Chapter 6: Process Selection Executive Shirt Company
and Facility Layout and Facility Layout (HBS 9696071)
5 5 Analyzing operations in Chapter 6: Process Selection Gittell, J., & Brown, M.
service Industry and Facility Layout (2009). Reading
Rehabilitation Hospital.
(HBS: 9608070)
6 6 Facility Location and Chapter 8: Location Planning Kulicke and Soffa
Capacity Planning and Analysis Industries, Inc.:
Designing a Supply
Chain Network (Darden)
7 7 Challenges of making Chapter 8: Location Planning Kulicke and Soffa
facility decisions in a and Analysis Industries, Inc.:
supply chain Designing a Supply
Chain Network (Darden)
8 8 Service Operations Chapter 18: Management of Delwarca Software
Planning and Waiting lines Remote Support Unit
Scheduling, (HBS: 9-913-541)
9 9 Operational issues in Chapter 18: Management of Delwarca Software
service industry Waiting lines Remote Support Unit
(HBS: 9-913-541)
10 10 Project Management, Chapter 17: Project Case 1: Managing Hard
Management Rock's Rockfest

11 11 Project Network Chapter 17: Project Case 2: Southwestern

Formation Management University
12 12 Supply Chain Chapter 15: Supply Chain
Management and E- Management
business.
13 13 Drivers of Supply Chain Chapter 14: Supply Chain Supply Chain
Management Management Management at World
Co., Ltd. (HBS: 9-601-
072)

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14 14 Case Presentation

Table of Contents
Sl. Reading/ Reading / Case Title Session
No. Case No. No.
1 C1 Gokuldham Society: A case on transportation planning (Emerald) 2
2 C2 Executive Shirt Company 4
3 C3 Gittell, J., & Brown, M. (2009). Reading Rehabilitation Hospital. 5
(HBS: 9608070)
4 C4 Kulicke and Soffa Industries, Inc.: Designing a Supply Chain 7
Network (Emerald)
5 C5 Delwarca Software Remote Support Unit (HBS: 9-913-541) 9
6 C6 Managing Hard Rock's Rockfest 11
7 C7 Southwestern University 11
8 C8 Supply Chain Management at World Co., Ltd. (HBS: 9-601-072) 13

Note: ‘R’ and ‘C’ in the second column stand for ‘Reading’ and ‘Case’ respectively.