Identification
Prerequisites
Language
Compulsory/Elective
Text books and course materials
Course
Teaching methods
Evaluation Criteria
Course objectives
Course outline
Learning outcomes
Economics and Management
Postgraduate
MGT 850 – Operations Management and Logistics– 3KU credits (6 ECTS
credits)
Fall 2014
Term
Xumar Huseynova, xumar_huseynova@cbar.az
Instructor
Classroom/hours 122 Bashir Safaroglu str. (Downtown campus), Room # 12, Friday 18:30 –
21:00
Consent of instructor; Operations Management and Logistics
English
Compulsory
Textbooks: Operations Management, Global Edition, 11/E by Jay Heizer.
Barry Render - 2014, 888 p. e-book
http://www.coursesmart.co.uk/IR/6698638/9780273787075?__hdv=6.8
2. Operations Management: For Competitive Advantage, 12/E by
Richard Chase, Robert Jacobs, Nicholas Aquilano - 2006
Department
Program
Subject
This course is carrying out by using traditional face-to-face classes. All course related materials
including, but not limited to, syllabus, supplementary readings, course announcements, cases and
assignments will be provided.
x
Case analysis
x
Group discussion
x
Experiential exercise (problems)
x
Lecture
Course paper
Others
Methods
Date/deadlines
Percentage (%)
25
Midterm Exam
5
Class Participation
5
Activity
10
Case analysis
10
Problem solution
10
Team project
35
Final Exam (Project)
100
Total
Generic Objective of the Course:
 To provide students with the core concepts, methods and techniques of operations
management
Specific Objectives of the Course:
 Introduction to operations management through global environment and Operations
strategy, managing projects and forecasting demand
 To learn methods and tools to design operations
 Acquire some practical skills and managerial way of thinking of managing operations
 Gain three hours of credit towards graduation.
This course is designed for MBA students.
Examines problems encountered in planning, operating, and controlling production of goods and
services. Topics include: quality assurance, production systems, project management, and inventory
management, forecasting and capacity management, computer and quantitative models used in
formulating managerial problems.
This course is designed for the bachelor students. Desired learner outcomes will include
understanding about

What Operations management is
o Differences between Services and Goods Production
o Historical development of OM
o Current issues of OM
 Developing missions and strategies
o Competitive dimensions
o Developing manufacturing Strategy














o Operations strategy for Services
The importance of project management
o Starting projects
o Time cost models
o Managing resources
Seven steps in forecasting methods
o Demand management
o Qualitative techniques
o Quantitative techniques
Defining a product and application of decision trees to product design
o Steps of product design
o Design for manufacturing
o Design for services
Total quality management
o Quality Specification and Quality cost
o Six sigma Quality
o External Benchmarking for quality
o Improvement
Four process Strategies
o Process Flowcharting
o Types of processes
o Measuring process performance
The strategic importance of location
o Issues in Facility location
o Locating service facilities
The strategic importance of layout decisions
o Process layout
o Product layout
o Group technology
o Fixed-position layout
o Retail service layout
Job design and Work Measurement
o Job design decisions
o Behavioral Consideration in Job Design
o Physical Consideration in Job design
o Work measurement and standards
o Financial incentives plans
Managing the Supply Chain
o Measuring supply chain Performance
o Outsourcing
o Design for logistics
o Global sourcing
Managing Inventory
o Definition of Inventory
o Purposes of inventory
o Independent versus dependent
o Demand
o Inventory systems
The nature of Aggregate Scheduling
o The aggregate Operations Plan
o Aggregate planning techniques
o Yield management
Scheduling for short term
o Priority rules and techniques
o Shop floor control
o Personnel Scheduling in services
What is Just-in-Time?
o JIT Logic
o The Toyota Production system
o JIT implementation requirements
o JIT in services
Maintenance and reliability decisions
o Improve system reliability
o
o
o
o
Week
Date/Day
(tentative)
1
09/19/2014
2
09/26/2014
3
4
10/03/2014
10/10/2014
Determine mean time between failure (MTBF)
Distinguish between preventive and breakdown maintenance
Describe how to improve maintenance
Compare preventive and breakdown maintenance costs
Topics
Introduction to operations , The global Environment and Operations
strategy
Managing Projects
Forecasting Demand /Product design
Quality Management and International Standards/ Statistical Process
Control
Textbook/Assignments
Ch.1 / Ch.2 [1] ]; Ch.1/
Ch.2 [2]
Ch3, [1] Ch3 [2]
Ch.4/ Ch5[1]; Ch.12/
Ch.5 [2]
Ch. 6/ Supplement 6, [1];
Ch.7 [2]
Ch.7/ Supplement 7, [1];
5
6
10/17/2014
Ch.4 / Ch.10 [2]
10/24/2014
7
10/31/2014
8
11/07/2014
9
11/14/2014
10
11/21/2014
11
11/28/2014
12
12/05/2014
13
12/12/2012
14
12/19/2014
15
12/26/2014
16
Process Design/Capacity Planning
Location Decisions
Ch.8, [1] / Ch.10 [2]
Layout Decisions
Ch.9 , [1];Ch.5, TN 5. [2]
Midterm
Job Design and Work Measurement
Ch.10, [1] TN 4.[2]
Managing the Supply chain / Outsourcing as a Supply chain strategy
Ch.11/ Supplement 11,
1]; Ch.9 [2]
Managing inventory
Ch.12, [1]; Ch.14 [2]
Aggregate Scheduling, Material Requirements Planning & ERP
Ch.13, 14 [1];Ch.13 [2]
Scheduling for the Short Term
Ch.15, [1]; Ch.16 [2]
JIT, Lean operations and the Toyota Production System
Ch. 16, [1]; Ch.11 [2]
Maintenance and reliability
Ch.17, [1]
Final