University of North Carolina at Greensboro
Bryan School of Business and Economics
Department of Information Systems and Supply Chain Management
SCM302 Fall 2014
OPERATIONS MANAGEMENT
Syllabus
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Dr. Karen Pentz
August 1, 2014
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1.0 General Information .............................................................................................................................
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2.0 Approach to Studying ........................................................................................................................... 8
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3.0 Course Governance and Expectations .................................................................................................. 9
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1.0 General Information
START Date:
August 18, 2014
PLACE AND TIME:
This is an on-line blended learning course. There are no regularly scheduled face-to-face class sessions.
However, if agreed, some face-to-face optional sessions may be offered for special purposes.
The blended learning approach incorporates standard e-learning with added Camtasia video sessions on
a regular basis. The Camtasia sessions will usually focus on the problem-solving problems that are tied
to each of the exams. You can replay these sessions, stop them during play, and replay sections that you
do not understand. These video sessions have received solid reviews from students in the past, partly
because they can control the playing and adopt the speed to their learning of the materials. Camtasia
Sessions will be recorded to allow access by students at your leisure. However, be certain to view and
understand these prior to the appropriate exam!
The professor can be contacted by e-mail or by telephone, or with a face-to-face conversation.
Telephone and face-to-face conversations will be set up at mutually convenient times.
FACULTY MEMBER:
Dr. Karen Pentz
E-Mail: kcpentz@uncg.edu
Department of Information Systems and Supply Chain Management
* The best way to contact me is via Email!
APPOINTMENT TIME:
Virtual Office hours by appointment
Please send an e-mail message to discuss any problems or suggestions concerning the course.
REQUIRED COURSE MATERIALS:
The following text and on-line resources are required for this course:
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We will use the e-text version of Heizer and Render’s Operations Management (11th edition)
provided within MyOMLab as the official text for this class
MyOMLab is required. This software is available at the bookstore and direct from Pearson. Buy it
early and use the password code to access it no later than the first week of classes (August 22)! This
will allow you to do your online homework assignments and the quizzes. We have a very good deal
with the publisher to buy the package in the bookstore! However, if you already have a cheap copy
of the text, simply purchase MyOMLab from Pearson.
You may access the e-text and the MyOMLab on a trial basis for 14 days. You could then determine
if the e-version will work for you; it is cheaper!
BRIEF DESCRIPTION OF THE COURSE:
This course presents a survey of the operations functions of organizations with emphasis on the design
and control decisions. This includes a study of the qualitative and quantitative problem-solving methods
used to enhance managerial competence in the operations function.
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CREDITS:
3.0 credit hours
PREREQUISITES:
ECO250, ISM280, ACC202 and either ACC201 or ACC218
INTRODUCTION TO TOPICS COVERED:
Operations Management is the process of converting resources into products. Resources may include
materials, equipment, capital, and labor. Products may include manufactured goods or services.
Operations is defined here as the set of activities directed toward the conversion of resources into
goods and services. The management of these resources and activities is called production/operations
management (P/OM). Production/operations management is concerned with an almost unlimited
spectrum of organized efforts - from the manufacture of printed electronic circuit boards to the
delivering of a social service by a local government; from a fast-food business to the health services
industry. All of these involve activities directed toward the conversion of resources into products.
Production/operations management has been in existence since man first organized his efforts toward
productive tasks, including hunting, farming, building, and trading. P/OM has become a defined body of
knowledge since the managerial revolution beginning in the early 20th century. Production/operations
management has its roots in a number of areas of study such as industrial engineering,
materials/inventory management, manufacturing management, production scheduling, quality control,
and forecasting to name a few. Examples of questions that are of concern in the field of P/OM are:
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How do we reduce costs in our organization, and here at UNCG?
How do we increase our workers' productivity in The Registrar's Office?
Are we having quality problems with our heart surgeries?
Where should we locate our new central distribution facility at Ralph Lauren?
What route should a caseworker follow in handling his/her caseload?
How many iPhones should we carry in December's inventory?
How many Honda lawnmowers will we sell next year?
Should we work overtime in Asheboro or hire new production workers in Mexico to make more
Dustbusters?
Should make the components ourselves or should we outsource that to a supplier in China?
Can we afford to automate part of our production process to make more office furniture at Brayton
Furniture?
Can we afford not to automate part of our production process?
Should we sell our manufacturing plant in Asheboro?
GENERAL COURSE OBJECTIVES
The following basic objectives represent important learning goals of the course organization and
content:
 Provide a basic understanding of the production/operations function of an organization and its
relationship to the rest of the organization.
 Provide a basic understanding of the major decision areas, support systems, and tools used to solve
the problems and provide decision-making information for production/operations management.
 Provide an opportunity to apply some of the tools and techniques used for production/operations
management problems.
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COGNITIVE COURSE OBJECTIVES:
On completion of the course, students should be able to:
 Differentiate between productivity, effectiveness, efficiency, and other performance measures for
operations management.
 Explain the factors that make a service operation more difficult to manage as compared to a
manufacturing operation.
 Compare and Contrast the different types of conversion systems (i.e., project, job shop, batch flow,
line flow, and continuous flow processes).
 Use project management techniques to plan a project.
 Develop and use a process control chart for managing quality.
 Understand the role played by total quality management in organizations.
 Distinguish between long range, intermediate range, and short-range capacity planning in
operations management.
 Identify the factors that influence the location of service versus manufacturing facilities.
 Identify the important aspects and issues related to facility design decisions.
 Discuss the role of logistics in operations management.
 Understand the role of a forecasting system in the operations of an organization.
 Explain the role of strategic sourcing in the procurement of materials for operations management
 Describe the typical objectives and constraints in the aggregate planning problem related to both
manufacturing and service organizations.
 Differentiate the inventory management concerns between dependent demand items and
independent demand items.
 Understand the value and importance of various Lean Systems/Total Quality Management
(“JIT/TQM” or “Pull”) systems and techniques.
 Discuss the role of Enterprise-wide Resource Planning (ERP) Systems in organizations in general, and
supply chain/network management in particular.
 Describe how operational and supply chain processes enable firms to deliver sustainable products
and services to the marketplace.
INSTRUCTIONAL METHODOLOGY:
The methods employed to achieve these objectives will vary, but include:
 Textbook reading and study assignments.
 Blackboard Collaborate sessions highlighting critical textbook material.
 Homework problems and questions.
 Interactive Quizzes, video clips, video cases, online reviews and assignments
 Some reading assignments from sources other than the textbook.
In general, the overall focus for this course assumes the average student will NOT become an operations
specialist, but does need to know the role of the operations manager in order to be successful in his/her
own job in business, regardless of what that may be. For those of you who may wish to pursue
additional courses in operations management toward a possible career in the area, this course serves as
an important introduction to subsequent, more detailed course work.
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PERFORMANCE EVALUATION AND GRADING:
GRADES -The semester grade will be based on the following point distribution:
Exam 1
100 (All exams are 90 minutes in duration)
Exam 2
100
Exam 3
100
Sustainability Papers
70
Quizzes
150 (15 quizzes worth 10 points each)
Graded Homework
180 (9 different problems worth 20 points each)
TOTAL
700
Grade Distribution:
A: 658-700
A-: 630-657
B+: 609-629
B: 581-608
B-: 560-580
C+: 539-559
C: 511-538
C-: 490-510
D+: 469-489
D: 441-468
D-: 420-440
F: 419 and below
COURSE ASSIGNMENTS:
Graded Homework – Each student will be required to complete ten online homework assignments.
Details and due dates will be provided in BlackBoard and/or MyOMLab. Each assignment is worth 20
points. Homework is intended to be a major learning tool and the material is fair game for exam
questions. Homework and quizzes are available through MyOMLab. The online homework for any
chapter should be completed by the due date indicated on MyOMLab and/or BlackBoard.
Exams - Exams will be a combination of multiple choice, essays, and problems. All exams will be given
during scheduled times on the dates indicated on the syllabus. Please contact me well in advance if you
have special needs or circumstances.
Online Quizzes - Students will be required to complete online quizzes through MyOMLab. Quizzes will
be based on material from the textbook. The quizzes will cover basic material and are intended to test
your understanding of the fundamentals of operations management. The online quiz for any chapter
should be completed by the due date indicated on MyOMLab and/or BlackBoard.
Sustainability / Green Initiatives Paper
Numerous companies worldwide are focusing on creating a more sustainable or green supply chain.
Examples abound but below are links to three articles that discuss these initiatives. Use one of the
companies listed below or any company you identify that is pursuing these initiatives.
Write a 5-10 page paper on these initiatives. Begin by discussing what sustainability / green initiatives
are in general and why a company would pursue this type of initiative. Determine a company that is
creating a more sustainable or green supply chain. Discuss who the company is including products and
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markets, the particular initiative, and the results – both so far and anticipated in the future. Let me
know your thoughts on what this particular company is doing. Include a title page and references.
The paper is worth 70 points and is due on November 2.
http://www.inboundlogistics.com/cms/article/g75-inbound-logistics-75-green-supply-chain-partners/
http://www.supplychain247.com/article/apple_focusing_on_greening_its_supply_chain/supply_chain_i
nsights
http://www.edie.net/news/4/Walmart-and-General-Mills-join-forces-to-harvest-more-sustainablecrops/
Extra Credit Opportunities - There will be a few opportunities presented throughout the semester.
** Religious Observances: I will work with you if assignments conflict with your religious practices.
Please set up an appointment with me soon to make necessary arrangements.
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Online review sessions:
I will hold online review sessions each week to cover assigned practice problems. These sessions
will be held through BlackBoard Collaborate and will be recorded. Sessions are currently
planned each week, beginning August 19, on Tuesday evenings at 7 pm Eastern.
Practice Problems (Chapter #s are found in Table of Contents)
Project Management
Prob Ch 3.3, 3.6, 3.10, 3.19-20, 3.25
Forecasting:
Prob Ch 4.1, 4.4, 4.9, 4.43, 4.45 (use MAD/TS and Excel)
Quality and SPC:
Prob Ch 7.S3, 7.S6, 7.S9, 7.S11. Work additional ones on Bb.
Graphing Crossover Charts:
Prob 9.S20. Prob 10.16-19. Graph each one and additional ones on Bb!!
Aggregate Planning/S&OP:
Prob 15.3, 13.5, 13.7a, 13.11, 13.12a, 13.12b. See Excel examples
online!
Inventory Management:
Prob Ch 14.5, 14.8, 14.9, 14.10, 14.27-28, 14-40.
Material Requirements Plans Prob Ch 16.3a, 16.4, 16.5, 16.10, 16.11
All the solutions to the practice problems are available on Blackboard.
Attendance: This is a virtual learning experience with addition of optional Camtasia Sessions to assist
students in the general learning process and with course problem solving in particular.
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GENERAL COURSE ELEMENTS:
Written Communication
Communications skills are critical to success in the dynamic and diverse global business environment.
This course places emphasis on the ability to analyze information and present recommendations in
clear, well-written responses. Discussion Questions Video Memo submissions are used to evaluate
student progress. Collaborate sessions provide a venue for interpersonal interaction but are not
mandatory.
Technology Applications: Students will be expected, whenever possible, to use appropriate information
technology in completing assignments. Discussion of the impact of emerging technology on the
Operations function will be a component of this course.
Corporate Social Responsibilities (Sustainability and Ethical Perspectives): Various CSR topics and
applications to specific companies and their processes will be covered.
Global Perspectives: Discussion of the impact of global operations and the challenges it poses for
managers will be covered in this course.
Demographic Diversity Perspectives: This course will not specifically address this issue.
Political, Social, Legal, Regulatory, and Environmental Perspectives: These will be discussed as they
apply to location decisions made by Operations Managers and how they pose challenges for Operations
Managers.
ACADEMIC INTEGRITY POLICY: You must abide by the UNCG Academic Integrity Policy on all
assignments (papers, projects, tests, quizzes etc.) that are part of this course. Failure to abide will result
in appropriate consequences as spelt out in the policy.
See http://studentconduct.uncg.edu/policy/academicintegrity
FACULTY / STUDENT GUIDELINES:
The Bryan School has develop a set of guidelines on student behavior and expectations in and out of the
classroom as well as what you should expect of me as faculty member. I will encourage you to read
through those guidelines by the end of the first week of class. Here is a link to the .pdf file for those
guidelines.
See: http://www.uncg.edu/bae/faculty_student_guidelines.pdf
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2.0 Approach to Studying for SCM302 and the Course Schedule
Here is the BEST approach to doing well in SCM302 with these resources!
1. Read/skim the assigned chapter required by the Module.
2. Go to the Key Concepts Bb link and read the two to four sections for the module.
For example, Module 1 had Key Concepts sections for Module 1, Module 1.01, 1.02, & 1.03
3. Go to the Learning Module Bb link and view the "Highlights" PowerPoint slides.
4. Now take any MyOMLab Quizzes for that module/chapter.
5. View any Camtasia recordings to see how the problems should be done for that module. Not every
module has problems associated with it, but every Exam does have two problem types that WILL be
assessed on the Exam!
6. Do the online Homework based on #5 above. Get ready to use Excel, because you can use Excel on
the Exams!!
7. Repeat!
Note: You will probably find ways to take shortcuts through this process, but NOT DOING the above
seven steps will probably result in poor exam performance.
CLASS POWERPOINTS
You can print all the Highlights PowerPoint slides for each Module that we will be covering from
Blackboard. Just a note: these will likely change as we go through the Semester.
Suggestion: Do not print far in the future. Instead, print latest version when the Module is covered.
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3.0 Course Governance and Expectations
PREAMBLE – OUR COMMITMENT
The administration, faculty, staff, and students of the Bryan School of Business and Economics at UNCG
are committed to professional and ethical behavior in all areas of their academic and professional lives.
The principles and expectations established in this document and the addendums encompass many
aspects of professional behavior and integrity. It is not an exhaustive list, since change is part of life both
inside and outside the university.
This set of Guidelines constitutes a statement of values and expectations; concerns and issues are still
best addressed by conversations between the individual faculty member and student. If further
discussions are necessary, please contact the faculty member’s Department Head.
EXPECTATION OF ALL LEARNING COMMUNITY MEMBERS
The first sentence of the UNCG Student Code of Conduct is: “Members of the UNCG community respect
fundamental principles for ensuring a campus environment conducive to peaceful and productive living
and study. These principles include five values: honesty, trust, fairness, respect, and responsibility. All
university members (students, faculty, and staff) have a responsibility to uphold these five values, and
this is true in the Bryan classroom environment and related academic activities.
EXPECTATIONS OF STUDENTS
Students in the Bryan School must conform to all existing principles found in UNCG’s Academic Integrity
Policy and the Student Code of Conduct. Further details may be found at the following sites:
"http://academicintegrity.uncg.edu/complete/" and "http://studentconduct.uncg.edu/policy/code/”.
The attached addendum lists specific expectations of students regarding the learning process and
environment at the Bryan School.
EXPECTATIONS OF FACULTY
Faculty in the Bryan School must conform to all existing UNCG codes and policies, and their teaching
roles are of particular relevance to these Guidelines (see
"http://provost.uncg.edu/faculty/h_section4.asp" for further details). The attached addendum lists
specific expectations of faculty regarding the learning process and environment at the Bryan School.
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Footnote 1: This document does not constitute a binding contract between students and the University.
Footnote 2: Portions of these Guidelines were modeled after the Professional Standards developed by
the College of Business at Illinois State University. We thank them for their contributions!
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