POM 450: Operations Strategy
Winter 2009 Syllabus
Instructor: Dr. Gene Fliedner, CFPIM
E-mail: fliedner@oakland.edu
Class Hours: Monday, 6:30 – 9:20 p.m.
Office: 416 Elliot Hall
Office Phone: 248-370-4281
Office Hours: Monday, 5:00 – 6:15 p.m.
Course Description: This course will examine the formulation and implementation of a
functional-level operations strategy and how this strategy is an integral part of an overall
business strategy. It has been designed to examine a broad base of OM knowledge such
as Lean, Quality, Supply Chain Management, Operations Planning and Control, and
Project Management as well as business in general from a multidisciplinary perspective.
It will examine managing the Operations function in order to achieve a competitive
advantage in both service and manufacturing firms.
COURSE PREREQUISITES: POM 443 and three of the following: POM 440, 442, 448 or 480
COURSE GOALS:
1. This course will further student awareness and understanding of the knowledge
that forms the core of the life of an educated business person. To do so, students
will be required to demonstrate the interdependency of the Operations function
with all other functional business disciplines.
2. This course will promote a global perspective through the examination of
business practices, customs and cultures revealed in international cases. This will
enhance student understanding of the place of the United States in the business
world and the interrelationships of U.S. businesses in today’s global society.
3. This capstone course will promote a goal of integrating student learning from the
variety of elective courses chosen within the major, within the SBA, and from
within the general education program of the University.
4. Enhance student engagement. This class will extensively utilize business cases
and journal manuscripts to augment relevant text material. Students will analyze
cases and subsequently lead class discussions with oral and visual presentations of
their findings. Written analyses of these case analysis findings will also be
required. This class will emphasize the students’ written, oral and presentation
communication skills through active student engagement.
REQUIRED TEXT: Operations Strategy Competing in the 21st Century. Beckmand, Sara L. and
Donald B. Rosenfield, McGraw-Hill/Irwin, New York, 2008.
GRADING: Course grades will be determined based upon student performance on 9 written
team case analyses, class participation, and a semester-long written project. The 9 written case
analyses will be weighted equally, 25 points each. Class participation will be evaluated on the
basis of 100 potential points. The semester-long written project will be evaluated on a basis of
100 points. Therefore, grades will be determined relative to the maximum total points of 425 for
the course. Using this allocation of course points, final letter grades will be determined by
converting your overall class average to the 32-point system of numerical grades found below.
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With written permission, course grades will be posted to the instructor's web site. Scores will be
posted following the University guidelines.
Grading System
Letter Grade 32-Pt System
A
4.0
A
3.9
A
3.8
A
3.7
A
3.6
B
3.5
B
3.4
B
3.3
B
3.2
B
3.1
B
3.0
C
2.9
C
2.8
C
2.7
C
2.6
C
2.5
Class Average Letter Grade 32-Pt System
95.00 - 100.
C
2.4
93.00 - 94.99
C
2.3
92.00 - 92.99
C
2.2
91.00 - 91.99
C
2.1
90.00 - 90.99
C
2.0
88.33 - 89.99
D
1.9
86.67 - 88.32
D
1.8
85.00 - 86.66
D
1.7
83.33 - 84.99
D
1.6
81.67 - 83.32
D
1.5
80.00 - 81.66
D
1.4
79.00 - 79.99
D
1.3
78.00 - 78.99
D
1.2
77.00 - 77.99
D
1.1
76.00 - 76.99
D
1.0
75.00 - 75.99
F
0.0
Class Average
74.00 - 74.99
73.00 - 73.99
72.00 - 72.99
71.00 - 71.99
70.00 - 70.99
69.00 - 69.99
68.00 - 68.99
67.00 - 67.99
66.00 - 66.99
65.00 - 65.99
64.00 - 64.99
63.00 - 63.99
62.00 - 62.99
61.00 - 61.99
60.00 - 60.99
below 60.00
CASE ANALYSES: This aspect of your grade is based upon your written analysis of 9 cases.
These 9 cases are identified in the class schedule shown below. The case will be written as a
group of two to three students. Only one copy of your written analysis should be submitted for
grading. Each student will receive the same grade. Your written analysis should be brief and
concise and should be approximately 1-10 pages, excluding exhibits. This written analysis is
due at the beginning of class, on the date the case is discussed. You will be given suggested
questions to guide your analysis. In addition to a written case analysis, one team will be randomly
assigned to lead the discussion in class for each case. Feedback for leading the discussion will be
provided.
WRITTEN PROJECT: Working from the premise that corporate objectives give rise to
functional objectives, during the semester you are to identify the single most important corporate
objective of any business. From this, you are to develop or devise a listing of objectives for the
operations function which you believe all firms should pursue. You need to explain why these
functional objectives are important and what firms should do to achieve them. You should
explore the possibility these objectives may not be equally important and why that may be the
case. If they are not always equally important, you should explain when some may be more
important than others. This aspect of your course requirements is an individual assignment.
CLASS PARTICIPATION: Class participation will be based upon the value of your oral
contribution as assessed by the instructor. The value of your oral contribution is subjective and is
based upon voluntary participation in class discussion. This could be contribution in the form of
leading the discussion, sharing your practical experiences, demonstration of numerical examples
that illustrate concepts being addressed in class, discussion of relevant current industry practices,
participation in manuscript and case analysis discussion, etc. At any time during the semester you
may ask for feedback regarding this aspect of your grade. Be aware, you cannot make a positive
contribution if you do not attend class. If you miss class, you WILL receive a zero score for
that participation that class regardless of the reason.
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Since much of the subject content requires class discussion, it is important that you (1) are
prepared for class, (2) attend class, and (3) present and defend your ideas. Preparation for class
includes having read the assigned material and completed the homework or case analysis. If you
have prepared for class, presenting and defending your ideas should be relatively easy. However,
there may be times when you feel you are not prepared. If that happens to you, then you may
declare yourself absent (before the start of class) and I will not call on you.
The quality of your arguments, not the quantity or frequency, will be stressed. In some
circumstances, it is possible that the best contributors may only contribute in a few classes, but
contribute in a very high quality way. As a general rule, I would like you to wait until you are
called on to speak. If you don't think I am calling on you enough (maybe because I am not seeing
your hand), then it is your responsibility to let me know.
One of the main things recruiters look for in prospects is the ability to communicate ideas clearly,
logically, and enthusiastically. It is to your benefit therefore that I give you practice in
developing these skills. For class discussions and case discussions, I will generally call upon
people on a partially random and partially rotating basis. It is not necessary to contribute in every
class, although you should be ready if called upon. In my experience, several of the best
contributors did not speak in every class, but their contributions were truly insightful and
persuasive. In evaluating class participation, I try to reward contributions that (1) get the
discussion off to a productive start, (2) shape the discussion through the introduction or use of
concepts or frameworks, (3) provide enlightening quantitative analysis, (4) help change direction
when needed, and (5) reflect good listening to what others have said.
Your participation will be formally evaluated based on the following guidelines: Outstanding
contributor: The person’s contributions reflect exceptional preparation, and the ideas offered are
always substantive, and provide major insights and direction for the class. If this person were not
a member of the class, the quality of discussions would be diminished significantly. Above
Average Contributor: Generally well prepared, contributes positively to the discussion, attentive
(or good at faking it). Satisfactory + Contributor: Contributes positively to the discussion when
asked but does not voluntarily participate. Satisfactory Contributor: Contributes to the discussion
when asked to, usually in attendance, usually attentive, but does not voluntarily participate.
Satisfactory - Contributor: Does not contribute to the discussion but was prepared to participate.
Below Average Contributor: Contributes to the discussion when asked to but tries to pass the
buck, usually in attendance but sometimes late, usually inattentive. Unsatisfactory Contributor:
Contribution in class reflects inadequate preparation, ideas are seldom substantive, and provide
few, if any, insights, rarely provides a constructive direction for the class, a disruptive influence
on class being frequently late, several missed classes.
ACADEMIC HONESTY: The Oakland University policy on academic dishonesty will be
strictly followed with no exceptions.
DISABILITY: If you feel you are entitled to special accommodations because of a disability,
please see me within the two weeks of classes.
CLASS SCHEDULE: The class schedule, below, indicates class dates, topic and material to be
covered, and assignments. The reading material and assignments should be prepared prior to
class. Minor adjustments may be made to this schedule as necessary.
Date
Topic
Assignment
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Jan 12
Course Introduction
Rotating team formulations and presentation schedule
Jan 26
SWOT Analysis
Readings: “SWOT Analysis I: Looking Outside for Threats
and Opportunities” and “SWOT Analysis II: Looking
Inside for Strengths and Weaknesses”
Feb 2
Development of an Operations Strategy
Chapters 1 and 11, Case 1: “The Acer Group’s China
Manufacturing Decision”
Feb 9
Leadership and Change Management
Reading: Harvard Business Review, “The Hard Side of
Change Management,” Vol. 83, Issue 10, pp. 108-118 and
“General Electric: From Jack Welch to Jeffrey Immelt”
Feb 16
Facilities Design: Capacity strategy
Chapter 4, Case 2: “Scharffen Berger Chocolate Maker”
Mar 2
Facility Design: Location planning
Chapter 5, Case 3: “Whitewater West Industries Limited”
Mar 9
Facilities Design: Layout planning
Chapter 5, Case 4: “Copeland Corporation: Evolution of a
Manufacturing Strategy, 1975-1982 (A)”
Mar 16
Coordinating the Supply Chain
Chapter 8, Case 5: “Supply Chain Management at WalMart”
Mar 23
Cross-cutting capabilities: Lean
Chapter 10, Case 6: “Eagle Services Asia”
Mar 30
Cross-cutting capabilities: Quality
Chapter 10, Case 7: “Paul Chesler, Director, Quality
Assurance”
Apr 6
Cross-cutting capabilities: Flexibility
Chapter 10, Case 8: “Industrie Pininfarina: The New
Customer Decision”
Apr 13
Sustainability
Instructor supplied manuscript and Case 9: “Carrefour
China, Building a Greener Store”
Apr 20
Project presentations
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Grade Posting Permission Form
In order to comply with federal privacy guidelines, University guidelines permit grades to
be posted by an anonymous identifier. Given my understanding that I may change my
mind at any time during the semester with simple written notification (please check one
of the following two responses),
_____ You have my permission to post my exam and assignment scores according to
University guidelines throughout this semester.
_____ You do not have my permission to post my exam and assignment scores
according to University guidelines throughout this semester.
Sign name _______________________________
Print name _______________________________
Date
________________________________
4-digit alphanumeric post code ____________________________
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