FARE*3310 C01 W23 v1.00
Jay Heizer, Barry Render & Paul Griffin (2019)
Third Canadian Edition Plus MyOMLab with Pearson eText - Access Card Package 2/e
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4 Learning Outcomes
4.1 Course Learning Outcomes
By the end of this course, you should be able to:
1. explain why operations management drives the profitability of every organization
2. demonstrate the basic principles of operations strategy
3. demonstrate important operations decision making tools
4. demonstrate the concepts and challenges associated with managing operations within
companies and supply chains
5. utilize quantitative techniques and technologies that impact operations management
decision making (e.g., forecasting, facility location, facility layout, statistical quality
control, waiting line theory, and project scheduling and tracking tools) to illustrate how
these tools provide a basis for monitoring personnel and organizational performance and
ultimately are the basis for problem solving
6. distinguish between the management concerns in a goods (tangible) production
environment and a services (intangible) delivery environment
7. demonstrate an awareness of the strategic importance of operations in today’s highly
competitive, rapidly evolving, and increasingly global business environment
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5 Teaching and Learning Activities
More details in Additional Content listed below (TENTATIVE).
5.1 Lecture
Topics:
References:
Learning outcomes:
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Introduction to Operations Management and Operations
Strategy, Learning Curve
Ch 1 & Ch 2, Module E
Define operations management
Explain the difference between goods and services
Explain the difference between production and productivity
Compute single-factor productivity
Compute multifactor productivity
Identify the critical factors in enhancing productivity
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FARE*3310 C01 W23 v1.00
• Understand learning curve and its applications
• Define mission and strategy
• Identify and explain three strategic approaches to competitive advantage
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Use a Gantt chart for scheduling
Draw Activity-on-Node (AON) and Activity-on-Arrow (AOA)
Complete forward and backward passes for a project
Determine critical path
Calculate the mean and variance of activity times; Crash projects
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Managing Quality, SPC, Reliability
Chs 6, 6S, & 16
Define quality and Total Quality Management (TQM)
Describe the ISO International quality standards
Explain what the six sigma is
Explain how benchmarking is used in TQM
Use the seven tools of TQM
Explain the purpose of a control chart
Build x-bar charts and R-charts
List the five steps involved in building control charts
Build p-charts and c-charts
Explain process capability and compute Cp and Cpk
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Project Management
Ch 3
Forecasting
Ch 4
Understand the three time horizons and which models apply for each
Explain when to use each of the four qualitative models
Apply the naïve, moving-average, exponential smoothing methods
Compute three measures of forecast accuracy
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Inventory Management
Ch 12
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FARE*3310 C01 W23 v1.00
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Conduct ABC analysis
Explain and use the EOQ model for independent inventory demand
Compute a reorder point and explain safety stock
Apply the production order quantity model
Explain the use of quantity discount model
Understand service levels and probabilistic inventory models
The Newsvendor Model
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Define just-in-time, TPS, and lean operations
Define the seven wastes and the 5Ss
Determine optimal setup time
Define Kanban; Compute the required number of kanbans
Explain the principle of Toyota Production System
Describe the characteristics of arrivals, waiting lines, and service systems
Apply the single-channel queuing model equations
Conduct cost analysis for a single-channel waiting line
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Process Strategy and Sustainability; Capacity and
Constraint Management
Chs 7 & 7S
Describe four production processes
Compute crossover points for different processes
Identify recent advances in production technology
Define capacity, determine design capacity, effective capacity, and utilization
Compute break-even
Determine expected monetary value of a capacity decision
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JIT and Lean Operations, Waiting-Line Models
Ch 16; Module D
Location Strategies
Ch 8
Identify and explain key factors that affect location decisions
Compute labour productivity
Apply the factor rating method
Complete a locational break-even analysis graphically and mathematically
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FARE*3310 C01 W23 v1.00
• Use the center-of-gravity method
• Understand the distinctions between service- and industrial-sector location analysis
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Discuss the objective of the key issues in layout
Explain how to balance production flow in a repetitive or product-oriented facility
Identify four ways of establishing labour standard
Compute normal and standard times in a time study
Find the proper sample size for a time study
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Layout Strategies; Human Resources
Chs 9 & 10
Supply Chain Management; Supply Chain Management
Analytics
Ch 11 & 11S
Explain the strategic importance of supply chain
Identify six supply chain strategies
Explain how core competencies relate to outsourcing
Explain and measure the bullwhip effect
Use factor rating to evaluate both country and provider outsourcers
Evaluate cost-of-shipping alternatives
5.2 Tentative Schedule:
Wk Week
of
Topic
Readings
1
Jan 9
Introduction, Productivity,
Ch 1 Ch2
Operations Strategy, Learning Module E
Curves
1.2, 1.4, 1.6, 1.8, 1.10, 1.12, 1.14,
1.16, 1.18
2
Jan 16
Project Management
3.4, 3.8, 3.14, 3.20
3
Jan 23
Managing Quality, Statistical Ch 6 Ch S6
Process Control
6.8, 6.9, 6.10, 6.17, S6.2, S6.4,
S6.10, S6.13, S6.24
4
Jan 30
Statistical Process Control,
Reliability, Forecasting
Ch 6 Ch 17
17.8, 17.11, 17.12, 17.14
5
Feb 6
Forecasting, Inventory
Management
Ch 4 Ch 12
4.2, 4.6, 4.8, 4.12, 4.14
Ch 3
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Suggested end-of-chapter
problems