Department & Graduate Institute of
National Taiwan University
Business Administration
表格二之 2
中文課名
(英文課名)
課程研發說明
─參考範例
國立臺灣大學
工商管理學系暨商學研究所
Syllabus
中文課名
(英文課名)
TABLE OF CONTENTS
General Information .......................................................................................................................................... 3
Objectives.......................................................................................................................................................... 3
Class Contract ................................................................................................................................................... 3
Class Topics Overview ..................................................................................................................................... 3
Learning Materials ............................................................................................................................................ 4
Grading Policy .................................................................................................................................................. 5
Time/ Schedule.................................................................................................................................................. 5
Module 1
Strategic Operations Management ........................................................................................ 5
Session 1
Introduction to Technology & Operations Management................................................... 5
Session 2
Process Management ......................................................................................................... 5
Session 3
Strategic Implication of Operations Management ............................................................. 6
Module 2
Process Improvement ............................................................................................................ 6
Session 4
Service management ......................................................................................................... 6
Session 5
Bottleneck Management .................................................................................................... 7
Session 6
Service operation coordination.......................................................................................... 7
Module 3
Managing Technology-oriented Projects .............................................................................. 8
Session 7
Manage product and process development ....................................................................... 8
Session 8
IT-Enabled Business Transformation ................................................................................ 9
Session 9
IT-Enabled Operations and Service .................................................................................. 9
Session 10
Mid-term Examination .................................................................................................... 10
Session 11
Process Reengineering and Enterprise Resource Planning ............................................. 10
Module 4
Supply Chain Management ................................................................................................. 11
Session 12
Beers Game and Bullwhip Effect .................................................................................... 11
Session 13
Information Sharing and Inventory Control .................................................................... 11
Session 14
Supply Chain Integration ................................................................................................ 12
Session 15
Quick Response ............................................................................................................... 12
Session 16
Final Examination ........................................................................................................... 13
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Syllabus
中文課名
(英文課名)
GENERAL INFORMATION
Course No.:741 ooooo
Date: Jun. 15, 2006 ~ Sep. 28, 2006
Time: 週四 6:30pm-9:20pm
Venue: 管理學院壹號館 104
Faculty and Teaching Assistants
Name
Role
Tel
e-mail
研究室
OOO
Teacher
02-9876-5432
ooo@ooocom.tw
管院二館 ooo 室
XXX
Assistant
02-1234-5678
xxx@xxx.com.tw
OBJECTIVES
1.
Understand the role and importance of OM in an organization
2.
Learn the fundamental concepts, tools and methodologies in OM
3.
Acquire knowledge about context of application, managerial skills and better attitudes in learning
CLASS CONTRACT
1.
Choose and fix your seat in classroom
2.
Form your discussion group
3.
Participate actively, both in the class and in the group
4.
Complete the case assignments and readings before coming to the class
CLASS TOPICS OVERVIEW
Date
Subject
Harvard Case
Module 1: Strategic operations management
6/15
Introduction to operations
management
Page 3 of 13
Group presentation
Assignment
Syllabus
中文課名
(英文課名)
6/22
Process management
6/29
Strategic implication of
operations management
#1 Benihana of Tokyo
Case#1 report
#1 Operations-based
strategy
Module 2: Process improvement
7/6
Service management
7/13
Bottleneck management
7/20
Service operation
coordination
#2: Shouldice Hospital
Limited
#3: Southwest Airlines
in Baltimore
Case#2 report
#2 Putting the serviceprofit chain to work
Case#3 report
#3 The art of innovation
Case#4 report
Module 3: Managing technology-oriented projects
7/27
Manage product and
process development
8/3
IT-enabled business
transformation
8/10
IT-enabled operations and
service
8/17
Mid-term case exam
8/24
Process reengineering and
ERP
#4: IDEO product
development
#4 IT-enabled business
transformation
#5: Otis elevator
#5 Making sense of the
e-opportunity
Case#5 report
#6: Vandelay Industries,
Inc.
#6 Putting the enterprise
into the enterprise
system
Case#6 report
Module 4: Supply chain management
8/31
Beers game and bullwhip
effect
9/7
Information sharing and
inventory control
9/14
Supply chain integration
9/21
Quick response
9/28
Final case exam
#7 The bullwhip effect
in supply chains
#7: Barilla Spa, A
#8: Supply chain
management at World
LEARNING MATERIALS
Cases
Case 1. Benihana of Tokyo
Case 2. Shouldice Hospital Limited
Case 3. Southwest Airlines in Baltimore
Case 4. IDEO product development
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Case#7 report
#8 Rapid fire fulfillment
Case#8 report
Syllabus
中文課名
(英文課名)
Case 5. Otis elevator
Case 6. Vandelay Industries, Inc.
Case 7. Barilla Spa, A
Case 8. Supply chain management at World
GRADING POLICY
 Class participation
20%
 Case reports and group presentation
40%
 Mid-term case exam
20%
 Final case exam
20%
TIME/ SCHEDULE
Module 1
Session 1
Strategic Operations Management
Introduction to Technology & Operations Management
Learning Objectives
1.
Understand the importance of OM
2.
Understand competitiveness through OM
3.
Understand dimensions of operations strategy
Material
Reading: 價值鏈管理 (迅速、全球化與企業家精神)
Session 2
Process Management
Learning Objectives
1.
Link operations strategy with operations design and execution
2.
Demonstrate how to conduct process analysis
Material
1.
Process fundamentals
2.
Case 1: Benihana of Tokyo
In class we will discuss Benihana's operational design choices, the typical process flow used by a
Benihana restaurant, and the impact of the design and execution of Benihana's operations strategy on
the company's performance.
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Syllabus
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3.
In-class video: Benihana Commercial
Case
Case 1. Benihana of Tokyo
Assignment
Each group prepare a two-page notes answering the following questions:
1.
What are the differences between Benihana's production process and that of a typical restaurant?
How do these differences affect a customer's service experience?
2.
Examine the design of Benihana's operating system in detail. What major design choices enable
the meal to be served in less than one hour during the peak period?
3.
Compare the operating statistics for a typical restaurant (see Exhibit 1) with those of Benihana for
major categories such as food cost, beverage cost, payroll, and rent. Why does Benihana have a
food cost of 30-35%, whereas the typical restaurant has a food cost of 38-48%?
Session 3
Strategic Implication of Operations Management
Learning objective
1.
Understand operations-based strategy
2.
Understand different process designs and their implications
Group presentation #1
Operations-based strategy
Module 2
Session 4
Process Improvement
Service management
Learning objective
1.
Understand service quality and delivery system
2.
Understand capacity planning at various stages in the operation of a medical “factory.”
Material
1. Case #2: Shouldice Hospital Limited
Various proposals are set forth for expanding the capacity of the hospital. In assessing them, serious
consideration has to be given to the culture of the organization and the importance of preserving it in a
service delivery system. In addition to issues of capacity and organizational analysis, this case describes
a well-focused, well-managed medical service facility that may well point the way to future economies
in the field
2. In-class video: Shouldice Hospital
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Syllabus
中文課名
(英文課名)
Case
Case 2. Shouldice Hospital Limited
Assignment
Each group prepare a two-page notes answering the following questions:
1.
How successful is the Shouldice Hospital?
2.
How do you account for its performance?
3.
As Dr. Shouldice, what actions, if any, would you take to expand the hospital capacity? How
would you implement changes you propose?
Session 5
Bottleneck Management
Learning Objectives
1.
Understand bottlenecks in operations
2.
Use simulations to study the impacts of statistical variations and process interdependence on
operations
Material
1.
Readings:「The Goal」by Ely Goldratt (目標；天下出版)
2.
Simulation demo and discussion: Factory simulation
Session 6
Service operation coordination
Learning Objectives
1.
Perform process analysis in a service industry
2.
Understand resource utilization, capacity, information flows, and coordination mechanism in
service operations
Material
Case #3: Southwest Airlines in Baltimore
The number of connecting passengers through Southwest Airlines' Baltimore station has grown 100%
CAGR since 1997. Originally designed as a point-to-point network, this load of connecting passengers
has been stressing Baltimore ground operations, resulting in an erosion of service quality and
difficulties in achieving fast plane turnarounds--one of the key elements of Southwest's low-cost
strategy. This case presents comparative data to illuminate the key elements of Southwest's operating
strategy and provides detailed information about the activities and information flows required to turn
around a plane, allowing for a meaningful analysis of the process.
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Syllabus
中文課名
(英文課名)
Group presentation #2
Putting the service-profit chain to work
Case
Case 3. Southwest Airlines in Baltimore
Assignment
Each group prepare a two-page notes answering the following questions:
1.
How does Southwest Airlines (SWA) compete? What are its advantages relative to other airlines?
2.
The plane turnaround process requires coordination among twelve functional groups at SWA to
service, in a brief period of time, an incoming plane and match it up with its new passengers and
baggage for a prompt departure. Please evaluate the plane turnaround process at Baltimore—
resource utilization, capacity, bottlenecks, information flows, etc. How is the process working?
3.
Why is the operational performance at Baltimore eroding? What issues do you identify that
require action?
4.
What would you recommend Matt Hafner do?
Module 3
Session 7
Managing Technology-oriented Projects
Manage product and process development
Learning Objectives
1.
Understand prototyping and experimentation practices at a leading product developer
2.
Understand the role of playfulness, discipline, and structure in innovation processes
3.
Understand the managerial challenges of creating and managing an unusually creative and
innovative company culture
Material
1.
Case #4: IDEO product development
The case describes IDEO, one of the world's leading product development firms, and its innovation
culture and processes. It is an example of what managers can do to make their own organizations more
innovative. Dennis Boyle, a studio leader, is asked by the business start-up Handspring to develop a
novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring
several shortcuts to IDEO's legendary innovation process analysis of the process.
2.
In-class video: Deep Dive
Group presentation #3
「The Art of Innovation」by Tom Kelley (IDEA 物語；大塊文化)
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Syllabus
中文課名
(英文課名)
Case
Case 4. IDEO product development
Assignment
Each group prepare a two-page notes answering the following questions:
1.
How would you characterize IDEO's process, organization, culture and management?
2.
Should Boyle try to persuade Handspring's management to change its aggressive launch
schedule? Or should they simply decline the project? In your discussions, please consider the
IDEO and Handspring perspectives.
Session 8
IT-Enabled Business Transformation
Learning Objectives
1.
Understand IT-enabled business transformation
2.
Understand the evolution of e-business
3.
Understand e-business architecture
Group presentation #4
IT-enabled business transformation
Session 9
IT-Enabled Operations and Service
Learning Objectives
1.
Understand IT-enabled operations and service
2.
Understand top management’s leadership role in transformation
Material
1.
Case 5: Otis elevator
This case focuses on a major transformation of Otis Elevator's infrastructure. Led by the CEO, this
transformation represents a remarkable long-term reengineering of all the processes of the firm to drive
its operating costs down and service image up. The transformation is the continuation of a process that
has been going on for more than 20 years.
2.
In-class video: An interview with George David; An interview with Ari Bousbib
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Syllabus
中文課名
(英文課名)
Group presentation #5
Making sense of the e-opportunity
Case
Case 5. Otis elevator
Assignment
Each group prepare a two-page notes answering the following questions:
1.
How hard do you think installing Otisline was in 1990? (be sure to look at the enclosed
Organizational Chart)
2.
The IT tools being used by Otis in 2004 are simply – database, workflow software, intranets and
extranets, email – but the benefits appear to be extraordinary. How can this be?
3.
An Otis manager states in the case that “To achieve continuous transformation, the e*Logistics
program makes sure the business process change sticks. At first, business executives saw process
improvements from SIP, but after even just a few employee left, benefits fell off and became
inconsistent. Within the e*Logistics program, best practices from SIP are baked into the
organization and institutionalized to achieve the continuous transformation. “How do the system
that comprise the e*Logistics program bake in an institutionalized best practice”?
Session 10 Mid-term Examination
The mid-term exam will be an in-class, open-book, case-based written exam.
Session 11 Process Reengineering and Enterprise Resource Planning
Learning Objectives
1.
Understand business process reengineering
2.
Understand ERP
3.
Understand the management issues in ERP implementation
Material
Case 6: Vandelay Industries, Inc.
This case reviews a full scale implementation of SAP software at Vandelay Industries, an $8 billion
manufacturing company facing fierce competition from overseas rivals. This case discusses ERP
basics, pros and cons of process reengineering and standardization, and change management issues.
Group presentation #6
Putting the enterprise into the enterprise system
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Syllabus
中文課名
(英文課名)
Case
Case 6. Vandelay Industries, Inc.
Assignment
Each group prepare a two-page notes answering the following questions:
1.
What are the advantages of R/3? What could be the drawbacks of R/3?
2.
Have Vandelay and Deloitte structured their implementation effort correctly? Is the total project
budget of $20M reasonable for this engagement?
3.
Compare the pros and cons of “clean sheet” and “technology-enabled” re-engineering approaches
in implementing an ERP project.
4.
If you were Elaine Kramer, what would you decide the degree of process standardization and
what are their implications? How should you improve “best practices”?
Module 4
Supply Chain Management
Session 12 Beers Game and Bullwhip Effect
Learning Objectives
1.
Play Beers game
2.
Experience bullwhip effect
3.
Understand the causes of bullwhip effect
Material
Beers game using simulation software
Download the software from the web site, setup in your notebook PC and bring your notebook PC to
the classroom. We will play the Beers game using simulation software in class by groups. Different
groups will play the game under different scenarios.
Group presentation #7
The bullwhip effect in supply chains
Session 13 Information Sharing and Inventory Control
Learning Objectives
1.
Understand the coordination issues in supply chain
2.
Understand how to manage information and inventory to reduce bullwhip effect
Material
Case 7: Barilla Spa, A
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Syllabus
中文課名
(英文課名)
Barilla Spa, an Italian manufacturer that sells to its retailers largely through third-party distributors,
experienced widely fluctuating demand patterns from its distributors during the late 1980s. This case
describes a proposal to address the problem by implementing a continuous replenishment program,
under which the responsibility for determining shipment quantities to the distributors would shift from
the distributors to Barilla. It describes support and resistance within Barilla approached with the
proposal.
Case
Case 7. Barilla Spa, A
Assignment
Each group prepare a two-page notes answering the following questions:
1.
Diagnose the underlying causes of difficulties that the JITD program was created to solve. What
are the benefits and drawbacks of this program?
2.
What conflicts or barriers internal to Barilla does the JITD program create? What causes these
conflicts? As Giorgia Maggiali, how would you deal with these?
3.
As one of Barilla’s customers, what would your response to JITD be? Why?
4.
In the environment in which Barilla operated in 1990, do you believe JITD (or a similar kind of
program) would be feasible? effective? If so, which customers would you target next? How
would you convince them that the JITD program was worth trying? If not, what alternatives
would you suggest to combat some of the difficulties that Barilla’s operation system faces?
Session 14 Supply Chain Integration
Learning Objectives
1.
Understand SCOR model
2.
Link supply chain design with performance
3.
Illustrate the model building with a case
Material
In class SCOR group discussion: Alpha Company
Session 15 Quick Response
Learning Objectives
1.
Learn how quick response increases competitiveness
2.
Examine the features in fashion apparel industry
Material
Case 8: Supply chain management at World Co., Ltd
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Syllabus
中文課名
(英文課名)
This case illustrates the need and value of response times to short-life-cycle product supply chains and
how response times can be reduced through process and organizational changes.
Group presentation #8
Rapid fire fulfillment
Case
Case 8. Supply chain management at World
Assignment
Each group prepare a two-page notes answering the following questions:
1.
Examine the features of fashion apparel retailing in Japan. How can a company use its supply
chain to compete in this environment?
2.
Identify salient aspects of World’s supply chain focusing on the processes for manufacturing,
demand forecasting, and inventory planning.
3.
How do the features of the supply chain explain the company’s remarkably short lead times
(relative to U.S. apparel supply chains)? Examine the features of the supply chain, and identify
why the company is able to respond so effectively.
4.
Can the World’s supply chain processes be replicated at other apparel companies? What about
non-apparel supply chains? Identify potential barriers.
5.
Compare Zara’s business model with that of World. What are the similarities and what are the
differences?
Session 16 Final Examination
The final exam will be an in-class, open-book, case-based written exam.
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