T. A.

PAI MANAGEMENT INSTITUTE (TAPMI), MANIPAL

OPERATIONS MANAGEMENT
Programme: PGDM
Batch: 2019-2021
Term: 2
Course Name: Operations Management - OPS 5002
Credits: 4 (40 hours)
Course Instructor: Prof. Raghunath Rudran (Core), Prof. Sham Ranjan Shetty (Core),
Prof. Vasanth Kamath (Core)

PART 1

INTRODUCTION
This course introduces the operations function to the student, and provides the basic skills
and concepts needed to ensure the ongoing contribution of a firm’s operations to its
competitive position. Operations Management involves the management of resources to
produce the goods or services to the customer. The course emphasizes on an intensive study
of the elements associated with the design and operation of productive systems and explains
the integration of these elements with corporate strategy. A process view that cuts across
departmental boundaries is adopted in the design and operation of productive systems.

COURSE OBJECTIVES (CO)

1. To acquire an understanding of how Operations play a role to compete in Business

2. To appreciate a Process View of Operations and understand how to manage processes

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COURSE LEARNING OUTCOMES (CLO)
By virtue of the learning gained in this course, the student should be able to:
CLO 1: Develop a process flow diagram and analyze bottleneck/s for a given business
process (PLG1)
CLO 2: Apply appropriate forecasting techniques for a given business and evaluate the best
technique based on the errors and their significance. (PLG2)
CLO 3: Determine appropriate inventory control system for a given business based on
different external situations and inter-linkages between the various functional areas
with the business. (PLG3)

COURSE CONTENT
Using Operations to Compete (Process View, Nested Processes, Link with Corporate Strategy)
- Project Management - Managing Processes (Process Strategy- Job Shop, Batch Shop,
Assembly Line and Continuous processes, Process Analysis, Little’s law, Constraint
Management, Quality and Performance, Capacity Planning), Inventory, Aggregate planning,
Lean management, Scheduling, Location planning etc.

PRESCRIBED TEXT BOOK

Operations Management, (a McGraw Hill “Create” custom book), McGraw Hill (2019)

POLICY ON PLAGIARISM:
Plagiarism is a serious issue in academic settings. There is a general rule for avoiding
plagiarism: never attempt to pass off another's work as your own. More specific guidelines
are:
• Do not copy words from any source without quoting and citing that source. The
quotation should be reproduced in the exact manner in which the quote is taken.

• Do not use the ideas, concepts or opinions from any source without citing that source.
Included are key terms, technical concepts and original views.

• Paraphrasing is acceptable; however, one must take care to cite the source and not
misrepresent the original thesis. Paraphrasing often is the area in which most charges
of plagiarism result.

Students are expected to maintain high ethical standards in all their courses. All cases of
Plagiarism will result in a failing grade and will be referred to the PGP Chair with
recommendations.
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ASSESSMENT SCHEME AND WEIGHTAGE

{a} END TERM

Duration (in Open/close

Evaluation Weightage (%) CLO Tested
minutes) Book
End-Term 40 180 Closed CLO 3
Mid-Term 25 120 Closed CLO 1 & CLO 2

{b} OTHER ASSESMENTS

Unit of
S. No. Evaluation Item Weight Time CLO
Evaluation

1 Assignment Group 5% After session 2 -

During sessions -
2 Class participation Individual 10%
5, 7, 8, 17, 25

3 Quiz 1 Individual 10% After Session 19 -

4 Quiz 2 Individual 10% After Session 25 -

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 PART 2: SESSION PLAN

Session. Major Topic Pedagogy Reading

Introduction to Operations
Lecture and Chapter 1
1 Management Operations and Supply
discussion Chapter 2
Chain Strategy
Introduction to Process Analysis Operations Management:
Mapping a process, In Introduction to Process
Capacity and bottlenecks, Lecture and Analysis by Tim Kraft
2
Load balancing, Setup times and batches, discussion (Darden) UV7180, 2016
Little’s Law
Theory of Constraints
Assignment (Process Mapping) (Wt.5%)
Simulation
Operations management simulation: Chapter 3
3&4 and
Balancing Process Capacity Class exercises
discussion
Chapter 4 Case
Case and
5 Job Shop Operations (Harvard)
discussion
Bayonne Packaging, Inc
Assembly line Operations and Assembly Lecture and Chapter 5
6
Line Balancing discussion Class exercises
Chapter 4 Case
Case and
7 Batch Shop Operations (Harvard)
discussion
Stonehaven Inc
Chapter 4 Case
Case and (Harvard) Scharffen
8 Continuous Flow Operations
discussion Berger Chocolate Maker
(A)
Forecasting
Demand Patterns,
Lecture, Class
Choosing the Type of Forecasting
9 Exercise and Chapter 6
technique, Judgment Methods, Causal
discussion
Methods, Time Series Methods,
Exponential Smoothing
Choosing a Time Series Method (Forecast Lecture,
10 Errors), Tracking Signal, Using Multiple Caselet and Chapter 6
Forecasting Techniques discussion
Chapter 7
Inventory Management Lecture and Callioni et al., Inventory
11
ABC Analysis, Carrying Cost, Order Cost discussion driven costs (HBR Article –
March 2005)
Cycle Inventory, Safety Inventory, Lecture, Case
12 Pipeline Inventory, Economic Order Study and Chapter 7
Quantity discussion
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Session. Major Topic Pedagogy Reading
Chapter 7
Inventory Control Systems (Continuous
Case and Case (Harvard):
13 Review System and Periodic Review
discussion Gentle Electric Co.
System)
Material Requirements Planning Lecture and
14 Chapter 8
Bill of Materials discussion
MRP Explosion, MRP Outputs, MRP II, Lecture, Class
15 ERP Exercise and Chapter 8
discussion
Lecture, Class
Aggregate Production Planning
16 Exercise and Chapter 9
The Concept of Aggregation
discussion
Demand and Capacity Options, Case (Harvard):
Case and
17 Basic Strategies for Meeting Uneven Cataumet Boats, Inc.
Discussion
demand (Chase, Level and Mixed)
Scheduling In Low Volume Systems (Job- Lecture, Class
18 Shop), Loading (Job Assignment) Exercise and Chapter 10
Methods discussion
Sequencing (Priority Rules)
Performance Measures to judge Lecture,
19 scheduling effectiveness, Sequencing Caselet and Chapter 10
through two work centers (Johnson’s discussion
Rule)
Quiz 1 (Wt. 10%)
Location Decisions
Lecture,
Factors Affecting Location Decisions,
20 Caselet and Chapter 11
Dominant Factors in Manufacturing and
discussion
Services
Project Management
Organizational Structures Project Scope Lecture and Chapter 12
21
statement, WBS discussion Class exercises
Diagramming the Network (PERT), CPM
Project Management Lecture and Chapter 12
22
CPM- Cost/Time Trade-offs discussion Class exercises
Managing Quality Lecture and
23 Costs of Quality, Evaluating Performance, discussion Chapter 13 & 14
Acceptance Sampling
Statistical Process Control Lecture and
Chapter 15
24 Control Charts for Variables, and discussion
Class Exercises
Attributes

5
Session. Major Topic Pedagogy Reading
Chapter 15
Case (ITED):
Case and The Mototech
25 Process Capability and Six Sigma
discussion Manufacturing Company
Process control and
improvement
Quiz 2 (Wt. 10%)
Lean Systems
The Toyota Approach, The Eight Types of
Waste, Close Supplier Ties, Small Lot
Sizes, Pull Method of Work Flow, Quality
at Source, Uniform Workstations Loads
Lecture,
Standardization Components and work
26 Videos and Chapter 16
methods, Flexible Workforce,
discussion
Automation, Five S practices, Total
Preventive Maintenance, One Worker
multiple machines, Group Technology,
Kanban System, Value Stream Mapping,
House of Toyota
27 Course Wind up and Review

6
 PLG MAPPING FOR THE COURSE
Addressed CLO
PLG# Program Level Learning Goal by Course? No.
(Yes / No)
Application of Fundamentals
PLG1 Traits: Demonstrate application of functional / conceptual knowledge Yes CLO 1
to business situations
Problem Identification and Solution
PLG2 Traits: Demonstrate ability to identify a problem, critically assess Yes CLO 2
various alternatives and suggest appropriate solution

Integrative Thinking
Traits: Demonstrate ability to identify inter-linkages among functional
PLG3 Yes CLO 3
areas within an enterprise and assess the impact of external
environment on its performance
Effective Communication
PLG4 No N/A
Traits: Demonstrate proficiency in Oral and Written Communication
Ethical Responsibility
PLG5 Traits: Demonstrate awareness and assess impact of ethical behavior No N/A
on business
Leadership
PLG6 Traits: Demonstrate capability to take leadership role in a business No N/A
situation

PART 3: SUPPLEMENTARY INFORMATION

 Please do all the pre-reads regularly and thoroughly, and be ahead of the class.
 Be an active listener in the class and be an active participant, and contribute. Both are
important for becoming effective managers and leaders. If lectures are missed, a large
amount of learning is lost. Hence please attend all lectures.
 Read business papers and journals regularly to identify and track Operations
Management Trends
 Mobile phones are NOT allowed inside the classroom.

Name of Faculty: Prof. Raghunath Rudran,

Signature &Date:______________________ Endorsed by : Prof. Jighyasu Gaur
Prof. Sham Ranjan Shetty Signature & Date:____________________
Signature &Date:______________________
Prof. Vasanth Kamath
Signature &Date:______________________