POM 450: Operations Strategy
Winter 2010 Syllabus
Instructor: Dr. Gene Fliedner, CFPIM
E-mail: fliedner@oakland.edu
Class Hours: Thursday, 6:30 – 9:20 p.m.
Office: 416 Elliot Hall
Office Phone: 248-370-4281
Office Hours: Thursday, 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 Operations
Management (OM) knowledge such as Lean, Quality, Supply Chain Management, and
Operations Planning and Control 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 serves as the OM capstone course. It is intended that OM students
will take this as their last OM course. This course promotes a goal of integrating
student learning from the variety of OM elective courses, courses within the SBA,
and courses from within the general education program of the University.
Students will be required to demonstrate the interdependency of the Operations
function with all other functional business disciplines.
2. 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 an ability to formulate their thoughts in a cohesive
oral and written manner. A significant portion of student performance will be
determined based upon the student’s ability to express their thoughts orally and in
written fashion.
3. 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.
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.
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GRADING: Course grades will be determined based upon student performance on 9 written
team case analyses, class participation, a short presentation of your investigation of a future
strategic issue or strategic opportunity, 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. Your investigation of a future strategic issue or strategic
opportunity will be evaluated on a basis of 50 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 475 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.
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 three to four 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.
FUTURE STRATEGIC ISSUE OR STRATEGIC OPPORTUNITY: You are required to
research a future strategic issue or opportunity, to write a brief report of this issue or opportunity,
and to make a brief presentation to the class. This aspect of your course requirements is an
individual assignment and you must seek permission to investigate an issue/opportunity as each
will be investigated on a first-come, first-served basis.
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WRITTEN RESEARCH PROJECT: Working from the premise that company objectives give
rise to functional objectives, during the semester you are to research a company of your
choosing. Your project should identify this company’s objective(s). You should explore this
company’s structure and explain how each of its divisions or strategic business units contributes
to the attainment of the company objectives. You should explain the relationship of
divisions/strategic business units to the company. You should explain how and why the
operations functions of each of these divisions/strategic business units contribute to the
attainment of the company objectives. You should explore the possibility that division/strategic
business unit 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 and you must seek
permission to investigate a company as each will be investigated on a first-come, first-served
basis.
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. One weekly score will be
dropped.
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 reflected exceptional preparation, and the ideas offered
were substantive and provided 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, voluntarily made a positive contribution to the
discussion, attentive. Satisfactory Contributor: Contributed to the discussion when asked to but
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did not voluntarily participate; was attentive. Below Average Contributor: Did not contribute to
the discussion but was attentive. Unsatisfactory Contributor: Contribution in class reflected
inadequate preparation, ideas were not substantive and provided no insight; or simply missed
class.
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
Jan 7
Course Introduction
Rotating team formulations and presentation schedule
Jan 14
SWOT Analysis
Readings: “SWOT Analysis I: Looking Outside for Threats
and Opportunities” and “SWOT Analysis II: Looking
Inside for Strengths and Weaknesses”
Jan 21
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”
Jan 28
Development of an Operations Strategy
Chapters 1 and 11, Case 1: “The Acer Group’s China
Manufacturing Decision”
Feb 4
Facilities Design: Capacity Planing
Chapter 4, Case 2: “Scharffen Berger Chocolate Maker”
Feb 11
Facilities Design: Layout Planning
Chapter 5, Case 3: “Copeland Corporation: Evolution of a
Manufacturing Strategy, 1975-1982 (A)”
Feb 18
Facility Design: Location Planning
Chapter 5, Case 4: “Whitewater West Industries Limited”
Mar 4
Coordinating the Supply Chain
Chapter 8, Case 5: “Supply Chain Management at WalMart”
Mar 11
Cross-cutting capabilities: Lean
Chapter 10, Case 6: “Eagle Services Asia”
Mar 18
Cross-cutting capabilities: Quality
Chapter 10, Case 7: “Paul Chesler, Director, Quality
Assurance”
Mar 25
Cross-cutting capabilities: Flexibility
Chapter 10, Case 8: “Industrie Pininfarina: The New
Customer Decision”
Apr 1
Sustainability
Instructor supplied manuscript and Case 9: “Carrefour
China, Building a Greener Store”
Apr 8
Strategic Issues/Opportunities on the Horizon?
Apr 15
Company 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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